To visualize and to further emphasize our endeavors …...To visualize and to further emphasize our...

To visualize and to further emphasize our endeavors for the future, FrieslandCampina

introduced a new tagline - nourishing by nature.

This tagline expresses our ultimate promise to our stakeholders in a concise, compelling

and inspiring way.

2 FrieslandCampina WAMCO Nigeria PLC 2013 Annual Report

Reports and financial statements26 Directors, professional advisers and registered office

27 Report of the directors

35 Statement of directors’ responsibilities

36 Report of the audit committee

37 Independent auditor’s report

38 Financial statements

85 Other information

91 Proxy form

General3 Financial highlights

4 Corporate profile

6 Corporate directory

10 Notice of annual general meeting

13 Chairman’s statement

18 The board of directors

Table of contents

FrieslandCampina WAMCO Nigeria PLC 2013 Annual Report 3

Financial highlights

2013 2012 % Increase/ =N=’000 =N=’000 (Decrease)

Revenue 120,256,164 111,120,828 8.22Profit before income tax 19,312,554 20,374,154 (5.21)Profit for the year 13,069,521 13,716,702 (4.72)Total comprehensive income for the year 13,133,357 13,727,982 (4.33)Share capital 488,168 488,168 0.00Total equity 8,643,282 14,348,327 (39.76)

Per share dataNumber of 50 kobo ordinary shares 976,335,936 976,335,936 0.00

Basic earnings 13.39 14.05 (4.70)1st interim dividend paid 5.20 2.54 104.72 2nd interim dividend paid 2.57 0 100.00 Final dividend proposed 5.68 11.52 (50.69)

Number of employees 829 791 4.80

for the year ended 31 December 2013


Corporate profile

FrieslandCampina WAMCO Nigeria PLC has been a necessary part of most Nigerian homes since 1954 through its flagship brand Peak Milk. The company was incorporated in April 1973 as West Africa Milk Company Nigeria PLC (WAMCO) and commenced operations in 1975.

FrieslandCampina WAMCO Nigeria is a multinational manufacturing company; it is an affiliate of Royal FrieslandCampina in the Netherlands. Its headquarters is in the Ikeja industrial area of Lagos State and operates an extensive distribution network across Nigeria’s 36 states and the Federal Capital Territory.

Our company has continued to play a leading role in the production, processing, packaging, marketing and distribution of various milk products in Nigeria through her key brands, Peak, Three Crowns and Friso. It pioneered the manufacture of evaporated milk and is the market leader in the introduction of fortified based milk products in Nigeria. It is currently ISO 9001:2008 certified and it is the first dairy company in Nigeria to be HACCP certified.

FrieslandCampina WAMCO Nigeria PLC is also deeply committed to improving the lives and welfare of its consumers and communities across the country. Over the years, our company has proven itself an excellent corporate citizen by supporting schools, charities and communities across Nigeria.

In its effort to meet identified social needs and contribute to the welfare and development of Nigeria, FrieslandCampina WAMCO Nigeria PLC, launched its Corporate Citizenship projects in

2004. The projects were; Water Project, School Adoption and Tertiary Endowments.

In addition to our Corporate Citizenship Projects, WAMCO supports 30 charities spread out across Nigeria. By donating cash and product gifts to these charities, WAMCO has contributed in ameliorating the difficulties of the less privileged in Nigeria.

Similarly, through its Olu Akinkugbe WAMCO Nutrition Centre, FrieslandCampina WAMCO provides credible information on child and maternal nutrition. The Centre partners with key stakeholders including, Health Care Practitioners (HCPs), Government Agencies, to respond to national issues, particularly in the nutritional development of the Nigerian Child and in the implementation of key initiatives like the Annual Nutrition Seminar, Enlightenment Advocacy, etc.

To further increase its local content and support Federal Government’s initiative to grow the Agriculture sector, FrieslandCampina WAMCO Nigeria PLC in partnership with the Federal Ministry of Agriculture, commenced the Dairy Development Program in August 2010. This is gradually developing into a full national program as the company is dedicated to making the Dairy Development Program a success by ensuring the transfer of Technology Know-how on milk production to Nigerian farmers.

FrieslandCampina WAMCO Nigeria PLC will maintain its No. 1 position as the nation’s leading dairy company by investing in its people, capacity expansion projects and by being an excellent corporate citizen.


MissionProvide quality dairy nutrition everyday to consumers

Our AAA MindsetIn order to accelerate development of the company, FrieslandCampina defined a mindset and behavior that will help us realize our ambition to become the most successful, professional and attractive dairy company in the world – The AAA mindset, this stands for: Alignment, Accountability, Action.

• Embrace Interdependency

• Seek connection

• Create clarity

• Decide and execute

• Unleash energy

• Look outside-in

• Take personal ownership

• Determine whodoes what

• Give trust

Alignment

Accountability

Action


Corporate directory

Head officeFrieslandCampina WAMCO Nigeria PLCPlot 7b Acme Road Ikeja Industrial EstateOgba -Ikeja Lagos StateTel: + 234 (01) 271 5100 [email protected]

Lagos/Ogun sales officePlot 3b Acme RoadIkeja Industrial EstateOgba – IkejaLagos State

Ibadan regional officeC/o CFAO (Nig.) PLC59 Onireke Street, DugbeAlawoDugbe – AlawoIbadanOyo State

Aba regional officeC/o CFAO (Nig.) PLC4 Factory RoadAbaAbia State

Asaba regional officeKm 5 Benin / Asaba ExpresswayBehinde Oblinks Filling StationAsabaDelta State

Abuja regional officePlot 1077, Durumi by Area 3 JunctionGarkiAbuja

Kano regional officeC/o CFAO (Nig.) PLC12 Muritala Mohammed WayKanoKano state

Gombe regional officeCommercial AreaPlot BA/4358Gombe, Gombe State

Milk is a product of nature starting with green grass, clear water and healthy cows. If you’re looking for the ideal food, you can’t look past milk. We have always marveled at the wholesome goodness and simple nutrition provided by milk. Whether we seek stronger bones, stronger immunity, healthier hearts or lower body weight, milk has all the building blocks for a vital and healthy life.

Naturally, milk is a nutrient dense food. It contains essential nutrients that people need every day, such as: proteins, vitamin B2, vitamin B12 and minerals such as calcium. These nutrients feed, fuel and foster the body. They contribute to the growth, development, maintenance and protection of our bodies.

Milk and milk products have a place in dietary recommendations around the world. As a result of their high content of indispensible and bio-available nutrients, most health authorities recommend consuming two to three servings of milk or milk products a day.


NOTICE IS HEREBY GIVEN that the Forty-first Annual General Meeting of FrieslandCampina WAMCO Nigeria PLC will be held at the Shell Hall, MUSON Centre, 8/9 Marina, Onikan,Lagos on Tuesday, 20 May, 2014 at 11.00 a.m. to transact the following business:-Ordinary business

(1) To receive the Report of the Directors and the Audited Financial Statements for the year ended 31 December, 2013 together with the reports of the Auditors and Audit Committee thereon.

(2) To declare a final dividend.

(3) To elect/re-elect Directors.

(4) To authorize the Directors to fix the remuneration of the Auditors.

(5) To elect members of the Audit Committee.

Special business

(6) To approve the remuneration of the Directors.

BY ORDER OF THE BOARD

Bolade Obat-Olowu (Mrs.)Company SecretaryLagos, Nigeria

Dated this 5th day of March, 2014

Notes

1. Proxy A member of the Company, who is entitled to

attend and vote at the meeting is entitled to appoint a proxy to attend and vote in his/ her stead. A proxy need not be a member of the Company. A proxy form is enclosed in the Annual Report. To be valid, the instrument of proxy must be duly stamped by the Commissioner of Stamp Duties and deposited at the office of the Registrars, First Registrars Nigeria Limited, Plot 2, Abebe Village Road, Iganmu not later than 48 hours before the time of the meeting.

Notice of annual general meeting


2. Dividend warrants If the dividend recommended by the Directors

is approved, dividend warrants will become payable on Tuesday, 20 May 2014 to members whose names appear in the Company’s Register of Members at the close of business on Friday, 9 May 2014.

3. Closure of register The Register of Members and Transfer Books

of the Company will be closed from Monday, 12 May 2014 to Wednesday, 14 May 2014, both dates inclusive, to enable the Registrars to prepare for the payment of dividend.

4. Audit committee In accordance with Section 359(5) of the

Companies and Allied Matters Act, Cap C.20, Laws of the Federation of Nigeria 2004, any shareholder may nominate another shareholder for appointment to the Audit Committee by giving notice of such nomination, in writing, to the Company Secretary, at least 21 days before the Annual General Meeting.

5. Unclaimed dividend warrants and share certificates

Shareholders are informed that a number of share certificates and dividend warrants have been returned to the Registrars as “unclaimed”. A list of unclaimed dividend will be circulated with the Annual Report and Financial Statements. Any member affected by this notice are advised to write to or call at the office of the Company’s Registrars, First Registrars Nigeria Limited, Plot 2, Abebe Village Road, Iganmu, during normal working hours.

6. E-dividend Notice is hereby given to all shareholders

to open bank accounts for the purpose of dividend. Detachable application forms for e-dividend and e-share notifier are attached to the Annual Report to enable all shareholders to furnish the particulars of their accounts to the Registrars as soon as possible.

Bolade Obat-Olowu (Mrs.)Company Secretary


Mr. Jacobs Moyo Ajekigbe, OFRChairman


Chairman’s statement

Distinguished shareholders, my colleagues on the Board, invited guests, ladies and gentlemen. It is with great pleasure that I welcome you all to the 41st Annual General Meeting of our Company. I am also delighted to present the Annual Report and Financial Statements for the year ended 31 December 2013. The macroeconomic environmentThe global economy continued to recover, albeit at a lower rate, from the financial crisis that hit the world in 2008. In 2013, the global economy grew by about 2.9 per cent, which was below the 3.2 percent recorded in 2009. Overall, the global economy is yet to fully recover, but the developed economies, unlike in the previous years, gained some speed. The emerging economies experienced some slowdown, but they continued to account for a substantial proportion of the global output.

In Nigeria, reforms were on-going in the key sectors of the economy, notably agriculture, power and transport. The country continued to rank among the fastest growing economies in the world. Gross Domestic Product (GDP) growth rate was estimated to be 6.8 per cent in 2013, up from 6.6 per cent in 2012. The growth was attributable to the non-oil sector, which indeed was a positive development in the light of the negative growth in the oil sector. Monetary policy helped to moderate inflationary pressures, as headline inflation fell consistently from 12 per cent in December 2012 to 8.0 per cent at the end of 2013. A five-year low of 7.8 per cent was recorded in October. Exchange Rate also remained stable until the end of the third quarter.

The strong macroeconomic fundamentals did not, however, translate into higher purchasing power for the average consumer as income distribution, evidenced by a rising Gini coefficient, became even more unequal and unemployment remained pervasive. The economy remained vulnerable to the growing level of insecurity, especially in the north eastern parts of the country where sectarian violence is on the increase; and in some parts of the south south region where oil exploration and production facilities continue to come under attack.

Infrastructural support continued to be a major challenge in 2013 as the on-going reforms, targeted at lowering the cost of doing business, had yet to yield the desired results.

The global dairy marketSupply of milk to the global dairy market dropped significantly in 2013 due to severe drought in New Zealand, cold spring weather in the European Union and high cost of feeds. This situation sent prices soaring to record highs. Milk powder prices were up by more than 50 per cent from the beginning of March, and prices of butter fat and whey recorded double digit increases. Global prices of dairy products have remained high due to vigorous buying by China to supplement its local supply of milk. It is expected that prices of dairy products will remain high in 2014.

The Nigerian dairy marketAs in the previous years, the business environment continued to be challenging in 2013. Poor infrastructural facilities, heightened insecurity (especially in Northern Nigeria), and low consumer purchasing power, were some of the major factors that the Company, like most other businesses, had to contend with.

The milk powder market saw growth, with a number of companies playing in a broadly undifferentiated category. Due to the decline in consumer purchasing power, milk powder in smaller packaging units and at


low prices became more appealing to consumers, with almost all the players competing in that segment of the market.

Operating results and performanceThe commercial and financial performance of the Company remained satisfactory in spite of the harsh business environment. Turnover increased by 8.2 per cent from =N=111.12 billion in 2012 to =N=120.26 billion in 2013. Profit before Tax (PBT) however decreased by 5.2 per cent from =N=20.37 billion to =N=19.31 billion as a result of significant investment in future growth and the impact of the launch of Peak School Smart, a new product introduced into the market in August 2013.

Dividend The Company’s policy is to pay 75 per cent of its Profit After Tax (PAT) as dividend to its shareholders. The dividend paid in any particular year however depends on the financial performance of the Company and the level of its cash and bank balances. The Board of Directors is proposing a total dividend payout of 100 per cent of the Company’s PAT for the year under review, which is equivalent to =N=13.45 per =N=0.50 share. An interim dividend of =N=10.41 per =N=1.00 share was paid in August 2013; a second interim dividend of =N=2.57 per =N=0.50 was paid in November 2013; and a final dividend of =N=5.68 per =N=0.50 share is therefore being proposed for your approval. The final dividend less withholding tax at the appropriate rate will become payable on 20 May 2014.

OperationsDuring the year under review, congestion at the Lagos seaports continued unabated with its negative effect on the efficiency of supply chain. Despite this challenge, there was considerable improvement in lead times for deliveries of goods from the ports compared with the previous year.

The Company continued to focus on the future without losing sight of the present in the implementation of its growth and value creation strategy. In 2013, your Company made substantial investments aimed at ensuring that its manufacturing facilities continue to meet world-class standards. These included the

construction of a quality control laboratory and hygiene junctions. As part of our on-going efforts to improve our production processes through efficient and sustainable methods, a heat recovery boiler and two gas generators were installed during the year. These resulted in 25 per cent reduction in energy cost. Two additional sachet lines were installed for the production of 20 gram PIMP (Peak Instant Milk Powder) and 22 gram Peak Choco, resulting in improved productivity and increased output to meet sales demand. Implementation of the planned modernization and capacity expansion of the factories was on course. The Company in the course of the year won awards and received commendations from the Lagos State Environmental Protection Agency, and the Federal Fire Service respectively in recognition of its safety and quality standards.

Dairy development programme (DDP)In 2013 your Company continued with its development of local milk production capacity in Nigeria by improving raw milk collection process. In collaboration with the Federal Government under its Agriculture Transformation Agenda (ATA), the Company also assisted the Fulani cattle rearers in Oyo State to upgrade the milk production potential of the local breed of cattle through cross breeding. The milk production capacity of the cross breed will be about 8-10 litres per day, which is a considerable improvement on the milk production capacity of about 1-2 litres per day of the local breed.

In the course of the year, a Milk Collection Centre (MCC) was built in Maya in Oyo State bringing the total number of MCCs in the state to seven. A Milk Bulking Centre with capacity to collect and hold about 50,000 litres of raw milk per day was also built in Iseyin, Oyo State.

The Company, in collaboration with the International Fertilizer Development Centre and Agriculture Development (IFDC/AD) and the Federal Ministry of Agriculture under its ATA, organized training for potential suppliers of raw milk in some parts of the country. Interested potential milk suppliers were trained on small holder dairy farming practices while

Chairman’s statement cont’d


the existing Fulani milk suppliers were given basic training in financial management and use of banking facilities. The training programme included visits to some dairy farms in the country. The Company, in collaboration with IFDC/AD, is also developing three demonstration farms near the MCCs in Oyo State, and continued to work with the Nigeria Institute of Trypanosomiasis Research, Kaduna, to control the prevalence of tsetse flies/ trypanosomiasis in the DDP operational areas.

The Company, during the year, acquired 20 hectares of land in Maya near Eruwa in Oyo State for the development of a cattle breeding centre under its Public-Private- Partnership programme with the Federal Ministry of Agriculture and Rural Development.

Sales and marketingFor most part of 2013, Sales came under intense pressure due to a combination of factors, prominent among which were low consumer purchasing power and trade stagnation. In the wake of these realities, there was also an increase in the prices of dairy raw materials, which necessitated increase in products prices by 5 per cent in May and 10 per cent in October. This further put pressure on sales volumes. Competition was also stiffer and unrelenting as new entrants, in their bid to gain market share, introduced measures aimed at altering the dynamics of the market. Insecurity in the north east of the country, poor road infrastructure and the rising incidents of kidnapping in the eastern parts of the country continued unabated, severely limiting trade and the market reach of distributors.

In furtherance of the Company’s determination to strengthen its competitive edge in the fast changing retail landscape, a separate department, Shopper Marketing, was set up to manage the Modern Retail Trade. New products, such as UHT Milk, have been introduced to cater for the unique need of this market. Frisomum (a product specially formulated to provide essential nutrients for pregnant and lactating mothers) was launched during the year under review.

The Company also launched its entry into the Ready To Drink (RTD) market in August 2013 with the introduction of Peak School Smart flavoured milk.

In spite of the challenging business environment, your Company remained resilient and maintained its leadership position in the dairy market with a value growth of 9 per cent.

Corporate social responsibility (CSR)As the sustainability of the Company as a business entity is closely intertwined with the health and prosperity of the communities where it operates, the Company continued in its drive to make impact in the communities through concerted CSR efforts in 2013. Endowment Fund to tertiary institutions was increased by over 80 per cent to facilitate meaningful investment in research in Food Science. The Company also supported key events in adopted schools and made donation of school materials to the schools. In this regard, the Company donated Peak School Smart branded note books to the schools to promote the product while supporting the schools. Water supply projects were executed at Eruwa, Lanlate and Ipapo communities under the Company’s DDP. The water supply facilities at Fabon Kaura (Bauchi) and Poro-Abaje (Lagos), which were damaged by rainstorm, were reconstructed.

A significant development in our 2013 CSR activities was employee involvement. The Company actively encouraged its staff to volunteer their time and other resources for charity -related activities. Employees of FCWAMCO Nigeria joined the Start Helping Now campaign under FrieslandCampina and the Netherlands Red Cross Disaster Relief Partnership. Under this partnership, FCWAMCO Nigeria’s staff helped to raise support for victims of the super typhoon Haiyan in the Philippines, where Alaska Milk Company, an affiliate of Royal FrieslandCampina, is located.

In furtherance of its commitment to sharing the goodness of milk, the Company gave out its newly launched Peak School Smart to schools and



organizations in various states during the Christmas period in support of their year-end activities.

Some members of our staff also went on a Show of Love visits to St. Monica’s Orphanage in Lagos and Mothers Welfare Group in Abuja. The Company’s staff joined the orphanage home in Abuja for their year end celebration, putting smiles on the faces of the children. In Lagos, the Company held a week- long programme, which included, helping the orphanages to beautify their homes and making gift donations to the homes. World Milk Day 2013 also presented opportunities for FCWAMCO to raise awareness on the usage of milk.

Human resources (HR)Our people continued to be the driving force behind the success of our business and, therefore, our HR strategies and plans were directly linked to our business strategies and aspirations in 2013. Leadership and organizational development, talent management, performance management, employee engagement and competitive reward system remained the key components of our HR strategy in 2013. In the course of the year, Management held a retreat to develop strategies to move our organisation from Good to Great. It was a fruitful retreat where the leadership and technical principles needed to facilitate the achievement of the organization’s objectives were carefully crafted. The development of relevant competencies and talents remained one of the top priorities of Management. In this regard, over 75 per cent of the employees attended several learning and development courses to upgrade their skills for excellent performance. These were in addition to learning on the job and learning from in-house coaches. In response to on- going global “War for Talent”, which has changed the dynamics of the skilled labour market, our attraction and recruitment strategies and processes have been redesigned to retain current employees and attract and recruit the best and brightest talents into the Company. In 2013, we designed and deployed one of the best- in- class assessment centre models, and it has helped us to attract and recruit the much needed relevant talents.

Our remuneration policy is constantly reviewed to ensure that it is externally competitive and internally equitable; and that it encourages, motivates and rewards the efforts and performance of our people. Our commitment to staff motivation and competitive reward system has enabled us to keep our best talents over the years, more so in 2013. This has in turn enabled the success of our workforce and succession planning initiatives.

The Company continued to raise the bar with regard to the safety and security of its people by remapping safety processes and procedures and by ensuring compliance with rules and regulations.

The management team was strengthened during the year with the arrival of Mrs. Ilona Fulop, Mr. Wilco van Dijken and Mr. Tominiyi Oni who joined the team in the last quarter of 2013 as Finance Director, Customer Development & Shopper Marketing Director, and Human Resource Director respectively. A new department, Public and Regulatory Affairs, was created during the year, but with an effective date of January 1st 2014, and with Mrs. Ore Famurewa as Head of Department. We now have a very diverse and robust top management team to drive the Company’s business.

The Company has consistently maintained a harmonious and healthy working relationship with its employees and other stakeholders despite the increasing global economic challenges. During the year under review, we maintained a peaceful industrial relations environment borne out of proactive employee engagement initiatives. Our aspiration for the future is huge and this will require us to continue to change the way we work, upscale the skills and competencies of our people, become more granular in our planning and implement our strategies flawlessly in order to win in the market place.

Board of directorsAs a result of Business Group re-alignment in FrieslandCampina, Mr. Freek Rijna resigned from the board with effect from 5 March, 2014; and Mr. Gregory




Sklikas was appointed to fill the vacancy that resulted from the resignation.

Outlook 2014The Nigerian economy is expected to grow by 7 per cent in 2014, with the non-oil sectors (notably agriculture, trade and services) driving the expansion. However, the lingering challenges of insecurity, infrastructure deficit as well threats to oil production such as pipeline vandalisation and crude oil theft, remain major downside risks to the economic outlook.

Two key elements that will impact the dairy market in 2014 will be the double digit increase in raw material prices and the likely devaluation of the naira, which will mean further increases in prices of our products and further stress in the market.

Though, increasingly, the business environment is rapidly changing due to factors such as globalisation and new entrants into the market place; changing buyer behaviour; changing nature of competition and price volatility in the global dairy market, rest assured that your Company is poised to sustain its leadership position in the ever changing business environment.

Thank you.

J. M. Ajekigbe, OFRChairman


Board of directors


From left to right

Mr. Jacobs Moyo Ajekigbe, OFRChairman

Mr. Peter EshikenaManaging Director

Mr. Cees ‘t Hart

Mrs. Oyinkan Ade-Ajayi

Rev. Isaac Adefemi Agoye

Mr. Gregory Sklikas

Ms. Evelyn Oputu, OON

Mr. Robert Steetskamp

Mr. Louis Nnamdi Mbanefo, SAN

Mallam Ahmed Dasuki


Directors’ profile

Mr. Jacobs Moyo Ajekigbe, OFRChairman Mr. Ajekigbe is the Chairman of the Board of Directors of FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as a Non- Executive Director on 25 November 2009, and was appointed Chairman of the Board on 29 April, 2010. He holds a Bachelor of Science degree in Agricultural Economics from the University of Ibadan, Certificate in Investment Planning and Appraisal from the University of Bradford, UK; a MBA degree from the University of Lagos and a MA degree in Global Affairs from the University of Buckingham, UK.

Mr. Ajekigbe, formerly the Managing Director/ Chief Executive of First Bank of Nigeria Plc, had an extensive experience in banking spanning 32 years. He has also served as a Director and Chairman on the boards of FBN (Merchant Bankers) Ltd and Kakawa Discount House Ltd. He was a Director on the boards of First Pensions Custodian Limited, FBN Bank (UK) Ltd, V-Networks Nigeria Ltd ( now Airtel ) and Transnational Corporation of Nigeria Plc.

Mr. Ajekigbe currently serves on the boards of some not- for -profit organisations, and he is the Chairman of Keystone Bank Ltd. He is a Fellow of the Institute of Directors, and a Fellow of the Nigeria Leadership initiative.

Mr. Peter EshikenaManaging Director

Mr. Peter Eshikena is the Managing Director of FrieslandCampina WAMCO Nigeria Plc. He joined the services of the Company in 1985 as Shift Production Manager and rose through the ranks to become the Sales Manager in 2007. He was appointed to the Board of the Company as Sales Director / Deputy Managing Director on 1 January 2011 and appointed as the Managing Director on 1 September 2012.

Mr. Eshikena holds a Higher National Diploma in Mechanical Engineering from Yaba College of Technology, MBA degree from University of Navarra Spain and also attended High Performance Leadership training at IMD, Lausanne Switzerland, among several other developmental courses.

Mr. Cees ’t HartNon-Executive Director

Mr. Cees ’t Hart is a Non-Executive Director of FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as a Non-Executive Director on 18 February 2010.

Mr. Hart is the Chief Executive Officer of Royal FrieslandCampina N.V, the Chairman of NZO (Netherlands Dairy Organization), Zuivelstichting, a member of the Executive Board of Productschap Zuivel and Executive Committee VNO-NCW. He a graduate of MA Social Science from Leiden University and holds a General Management Diploma from Harvard Business School.

Mrs. Oyinkan Ade-AjayiNon-Executive Director

Mrs. Oyinkan Ade-Ajayi is a N o n - E xe cu t i ve D i re c to r of FrieslandCampina WAMCO Nigeria Plc. She joined the Board of the Company as a Non-Executive Director on 23 November 2006. M r s . A d e - A j a y i ’ s w o r k experience straddles both the world of education, publishing and marketing. A graduate of Homerton College Cambridge and London Business School with extensive experience in Strategy and Global Marketing as well as Consumer Brands marketing, which she acquired whilst working with international organisations including Unwin Hyman Publishers, SmithKline Beecham in London and the Red Cross Children’s Hospital in Cape Town, South Africa, among other organizations.

Rev. Isaac Adefemi AgoyeNon-Executive Director

Rev. Isaac Agoye is a Non-Executive Director of FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as Finance Director in 1996. He later served as the Corporate Affairs Director /Deputy Managing Director of the Company from 2005 -2010. Rev. Agoye was appointed as a Non-Executive Director on 1 January 2011.

Rev. Agoye is a fellow of the Institute of Chartered Accountants of Nigeria and did attend various management training institutions including, IMD Lausanne Switzerland and Lagos Business School. He is also an associate member of the Institute of Directors, a member of Lagos State Research and Development Grant Council, the current chairman of the Manufacturers’ Association of Nigeria, Ikeja Branch and the General Overseer of The New Life Miracle Church.


Mr. Gregory SklikasNon-Executive Director

Mr. Gregory Sklikas is a Non-Executive Director of FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as a Non-Executive Director on 5 March 2014.

Mr. Sklikas is the Chief Operating Off icer of Fr ies landCampina Consumer Products Europe, Middle East and Africa and a member of the Executive Board of Royal FrieslandCampina N.V. Prior to this appointment, he held the position of Executive Director, Consumer Products Europe. Mr. Sklikas joined FrieslandCampina in 2006 as Managing Director of FrieslandCampina Hellas in Greece. Before joining FrieslandCampina, he had held a number of different positions at Unilever in Greece, Saudi Arabia and the United Arab Emirates.

Mr. Sklikas studied Economics at the University of Athens and obtained a Masters degree in Computer Science in the United Kingdom.

Mr. Louis Nnamdi Mbanefo, SANNon-Executive Director

Mr. Louis Mbanefo is a Non-Executive Director of FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as a Non-Executive Director on 23 November 2006. Mr. Mbanefo is a Senior Advocate of Nigeria and the Principal Partner in the law firm of Louis Mbanefo and Co, a leading law firm in maritime and commercial law. He studied law at Queens’ College, Cambridge University from 1964 to 1968. He obtained a Bachelor of Arts in 1967, Master of Laws in 1968 and Master of Arts in 1970. He was called to the English Bar - Middle Temple - in November 1968 and the Nigerian Bar in June 1973. He was appointed a Senior Advocate of Nigeria in May 1988.

He was appointed as a consultant to the International Maritime Organisation of the U.N. (IMO) in1987, appointed a visiting professor at IMO International Maritime Law Institute, University of Malta by Secretary General of IMO in1988 and appointed to the Governing Council in April 2012.

Mr. Mbanefo was the Chairman of Board of Trustees and Board of Governors of the Musical Society of Nigeria (MUSON) from1995 to 2001. He was also the Chairman of Ministerial Committee set up in July 2000 by the Federal Minister of Transport to review and update Nigerian shipping legislation.

He is currently the Chairman of the Board of Trustees of St. Saviour’s Schools, Lagos, President of the Nigerian Maritime Law Association and a member of the Executive Council of the International Maritime Law Association representing Africa.

Ms. Evelyn Ndali Oputu, OONNon-Executive Director

Ms. Evelyn Oputu is a Non-Executive Director of FrieslandCampina WAMCO Nigeria Plc. She joined the Board of the Company as a Non-Executive Director on 23 November 2006.

Ms. Oputu is the Managing Director/Chief Executive Officer of Bank of Industry(BOI). She commenced her banking career in Nigeria in 1976 at ICON Limited (Merchant Bankers). Between 1982 and 1990 she worked in International Merchant Bank Ltd (IMB) where she was General Manager and Chief Operating Officer of IMB Securities Ltd. She rose to the position of Executive Director in 1990. Between 1990 and 1997, she was an Executive Director of First Bank Nigeria Plc. Until her appointment as BOI’s Managing Director, she ran a medium sized manufacturing outfit which she founded in 1997.

Ms. Oputu holds a Bachelor degree in Business Administration from University of Lagos and a General Management Diploma from Harvard Business School.

Mr. Robert SteetskampNon-Executive Director

Mr. Robert Steetskamp is the immediate past Managing Director of FrieslandCampina WAMCO Nigeria Plc. He was appointed as a Non-Executive Director of the Company on 1 September 2012.He began his career working in various capacit ies within key multinationals as Procter & Gamble, Beecham, Warner Lambert and later Henkel Benelux in Europe.

He later joined FrieslandCampina as General Director between 1994 – 2000.In 2005, he became the Director Strategic Business Development (Corporate, HQ) and in January 2006, he became t h e M a n a g i n g D i r e c t o r o f FrieslandCampina, Russia/CIS.

Mr. Steetskamp is an astute leader who has continued to raise the bars and standards of FrieslandCampina in the various capacities he has worked in the last fifteen years. He holds a degree in Commercial Economics from HES Amsterdam (Academy for Economics Studies) and currently serves as the Program Director, Topsector Agric and Food, Utrecht Area, Netherlands.

Mallam Ahmed DasukiNon-Executive Director

M a l l a m A h m e d D a s u k i i s a N o n - E x e c u t i v e D i r e c t o r o f FrieslandCampina WAMCO Nigeria Plc. He joined the Board of the Company as a Non-Executive Director on 23 April 2008.

Mallam Ahmed Dasuki, a bright and talented architect and businessman i s a 1981 graduate of M .Sc . Architecture from Ahmadu Bello University Zaria. His outstanding achievements in the f ie ld of Architecture, at a relatively young age, includes the design of political parties’ offices and the head quarters of the Federal Ministry of Defense building in Abuja.A highly shrewd and consummate businessman and strategist, Ahmed Dasuki, was a founding director of Investment Banking and Trust Company (IBTC, Now Stanbic IBTC Bank Plc), as well as the telecommunication giant, MTN Nigeria, where he still serves as director.

Aside from being on the board of numerous companies within and outside Nigeria, he is the Chairman of XEX limited, Interglobal Limited and Quaditect Consultants.

In order to further benefit from his integrity and wealth of experience, the Federal Government of Nigeria, at the infancy stage of the third republic in 1999, appointed him as a member of the Commission for the Assessment of Failed or non- performing Contracts on Construction, Supplies and Services.

From cradle, milk serves as a source of good nutrition for all. In babies, milk is the only source of nutrition for the first six months of life. Growing children need protein and calcium in milk for growth, zinc for a healthy immune system and for mental development. They need milk to build strong bones and teeth, to help in cell division and general growth and development. It provides the vital nourishment for young adults with active lifestyles.

In pregnant women, it nourishes the body, helping it stay strong and healthy for the forming baby. The need for protein, calcium and energy increases during pregnancy and these needs can be met by drinking milk. Frisomum Gold, Nigeria’s first maternal milk, contains Prebiotics and Probiotics which supports gut health & immune defence for mother and child and covers 90 per cent Folic acid recommendation for pregnant women. Frisomum Gold also contains DHA & AA for child’s early brain development. It supports improved composition of breast milk.

For adults managing their weight, low-fat dairy is full of nutrition that can help in healthy weight management. With protein to fill you up, extra calcium to protect your bones, and 44 per cent less calories than standard milk, Peak low fat is the perfect addition to a healthy eating plan.

As we age, our bones begin to break down, losing density and strength. Milk and other dairy products are good natural source of essential bone nutrients - calcium, magnesium, zinc and protein. Milk is fortified with vitamin D and additional minerals to help strengthen our bones and teeth during our old age. Milk helps in maintaining good eyesight, a strong immune system and strong muscle tissue.


Reports26 Directors, professional advisers and registered office

27 Report of the directors

35 Statement of directors’ responsibilities

36 Report of the audit committee

37 Independent auditor’s report

Financial statements38 Statement of financial position

39 Statement of comprehensive income

40 Statement of changes in equity

41 Statement of cash flows

42 Notes to the financial statements

Other information86 Value added statement

87 Financial summary

88 Other company and product information

2013 Reports& Financial statements


Chairman: Mr. Jacobs Moyo Ajekigbe, OFR

Managing Director: Mr. Peter Eshikena

Directors: Rev. Isaac Adefemi Agoye Mrs. Oyinkan Ade – Ajayi Mallam Ahmed Dasuki Mr. Cees’t Hart (Dutch) Mr. Louis Nnamdi Mbanefo, SAN Ms. Evelyn Ndali Oputu, OON Mr. Freek Rijna (Dutch) (Resigned wef 5 March 2014) Mr. Gregory Sklikas (Greek) (Appointed wef 5 March 2014) Mr. Robert Steetskamp (Dutch)

Company Secretary/Legal Adviser: Mrs. Bolade Obat-Olowu

Registered Office: Plot 7B Acme Road Ikeja Industrial Estate, Ogba, Ikeja, Lagos, Nigeria.

Auditors: KPMG Professional Services KPMG Tower Bishop Aboyade Cole Street, Victoria Island, Lagos

Solicitors: T. C. Mbanefo & Co. (Barristers & Solicitors) 5th Floor, Bankers’ House PC 19, Adeola Hopewell Street Victoria Island, Lagos

Registrars: First Registrars Nigeria Limited Plot 2 Abebe Village Road, Iganmu, Lagos

Principal Bankers: Citibank Nigeria Limited Diamond Bank Plc First Bank of Nigeria Plc Guaranty Trust Bank Plc Stanbic IBTC Bank Plc United Bank of Africa Plc Zenith Bank Plc

Directors, professional advisers and registered office


Report of the directorsfor the year ended 31 December 2013

The Directors have pleasure in submitting to members, their report and the audited financial statements for the year ended 31 December 2013.

1. Legal form and principal activities FrieslandCampina WAMCO Nigeria Plc. was incorporated as a private limited liability company on 17 April

1973, commenced operations on 13 September 1975 and became a public limited liability company in 1978. The Company is principally engaged in the manufacturing and marketing of evaporated milk, instant milk powder and other dairy products.

There was no change in the activities of the Company during the year.

2. State of affairs/subsequent events In the opinion of the Directors, the state of the Company’s affairs was satisfactory and no event has occurred

since the reporting date, which would affect the financial statements as presented.

3. Result for the year The summary of the operating results is as follows:

=N=’000

Turnover 120,256,164 Profit before taxation 19,312,554 Taxation (6,243,033) Profit for the year 13,069,521 Other comprehensive income 63,836 Total comprehensive income for the year 13,133,357

4. Share split and dividend At the Annual General Meeting held on 30 April 2013, it was agreed through a special resolution that the

500,000,000 ordinary shares of the Company be split into 1,000,000,000 ordinary shares of =N=0.50 each.

The Company paid an interim dividend of =N=10.41 per =N=1.00 share (which is =N=5.20 per =N=0.50 share) in August 2013; a second interim dividend of =N=2.57 per =N=0.50 share in November 2013 and the Board of Directors has recommended a final dividend of =N=5.68 per share subject to the deduction of appropriate withholding tax at the time of payment.

As a policy, the Company endeavors to pay out 75% of its profit after tax (PAT) as dividend to its shareholders. The final dividend payout depends on the financial performance of the Company and the state of its cash and bank balances. If the proposed final dividend is accepted, the total dividend in respect of year 2013 operations will be =N=13.45 per share, amounting to 100% of the Company’s total comprehensive income for the year.

5. Property, plant and equipment Information relating to changes in property, plant and equipment is given in Note 12 to the financial

statements. In the opinion of the Directors, the market value of the Company’s properties is not less than the value shown in these financial statements.


6. Directors The names of Directors who held office during the year are as follows:

Mr. Jacobs Moyo Ajekigbe, OFR Chairman Mr. Peter Eshikena Managing Director Rev. Isaac Adefemi Agoye Mrs. Oyinkan Ade – Ajayi Mallam Ahmed Dasuki Mr. Cees’t Hart (Dutch) Mr. Louis Nnamdi Mbanefo SAN Ms. Evelyn Ndali Oputu, OON Mr. Freek Rijna (Dutch) (Resigned wef 5 March 2014) Mr. Gregory Sklikas (Greek) (Appointed wef 5 March 2014) Mr. Robert Steetskamp (Dutch)

Mr Freek Rijna resigned from the Board effective from 5 March 2014 to assume another position within the FrieslandCampina Group and Mr. Gregory Sklikas was appointed to fill the vacancy that resulted from the resignation of Mr. Freek Rijna. The Board thanks Mr. Freek Rijna for his contributions to the growth of the Company during the period he was on the Board. Mr. Sklikas will retire at the forthcoming Annual General meeting and being eligible, will offer himself for re-election.

Mallam Ahmed Dasuki, Ms. Evelyn Oputu and Mr. Louis Mbanefo, retire by rotation in accordance with Article 85 of the Company’s Articles of Association and being eligible, offer themselves for re-election.

7. Records of directors’ attendance Pursuant to and in accordance with the provisions of Section 258(2) of the Companies and Allied Matters

Act CAP C20 LFN 2004, the Record of Directors’ Attendance at Board Meetings held during the year under review is set out in item 10(4) of this report and available for inspection at the Annual General Meeting.

8. Director’s interest in contracts None of the Directors has notified the Company for the Purpose of Section 277 of the Companies and

Allied Matters Act, CAP C20, LFN 2004 of any disclosable interest in contracts with which the Company was involved as at 31 December 2013.

9. Interest of directors The interest of Directors in the issued share capital of the Company as recorded in the register of Directors’

shareholding as at 31 December 2013 are as follows:

Number of ordinary shares held as at 31 December

2013 2012 =N=0.50 nominal =N=1.00 nominal value value Mr. Jacobs Moyo Ajekigbe 1,250,000 625,000 Rev. Isaac Adefemi Agoye 1,400,002 700,001 Mrs. Oyinkan Ade – Ajayi 1,136,794 568,397 Mallam Ahmed Dasuki (Representing XEX Limited) 2,673,514 1,336,757 Mr. Peter Eshikena 47,306 23,653 Mr. Louis Nnamdi Mbanefo 1,626,562 813,281 Ms. Evelyn Oputu 85,000 42,500

The change in directors’ shareholding is due to the share split during the year. None of the other directors have interest in the issued share capital of the Company as at the end of the year.

Report of the directors cont’dfor the year ended 31 December 2013


10. Corporate governance 1. Commitment The Corporate Governance principles for the Company provide for best practices to be followed by the

Company in every area of its activities and the Board takes responsibility for ensuring that the Company maintains the highest standards. The Board of Directors is dedicated to ensuring that the Company’s objectives are achieved. The Company recognizes the importance of high standard corporate governance and is committed to same by institutionalizing corporate governance principles as part of its corporate structure. It will continue to pursue strict adherence to the implementation of Corporate Governance rules of the Manufacturers Association of Nigeria and the Securities & Exchange Commission.

The Board continues to operate within the confines of Regulatory Code of Corporate Governance, the Company’s Articles of Association and the Companies and Allied Matters Act CAP C20 LFN 2004. The operations and activities of the Company are carried out transparently, without undue influence.

2. Board composition As at 5 March 2014, the Board comprised ten (10) Directors; nine (9) Non-Executives and one (1) Executive.

The guiding principles of the Company’s Corporate Governance guidelines are as follows: • ThatdelegationofauthoritybytheownerstotheBoardandsubsequentlytotheExecutivesare

clearly defined and agreed. • Thatthereiseffectivecommunicationandinformationsharingoutsideofmeetings. • Thatactionsaretakenonfullyinformedbasis,ingoodfaithwithduediligenceandcareandinthe

best interest of the Company and all stakeholders. • Thatcompliancewithapplicablelawsandregulationsandtheinterestofstakeholdersbeenhanced.

Where there is any conflict between the Company’s rules and legislation, legislation supersedes. • ThatthereisconformitywiththeCompany’soverallstrategyanddirection.

3. Role of the board The role of the Board of Directors of the Company are guided by the provisions of the Companies and

Allied Matters Act CAP C20 LFN 2004, the Company’s Articles of Association and other applicable laws and regulations.

4. Frequency of meetings Meetings of the Board are held on regular basis. However, meetings may be convened at any time,

whenever the need arises. The Board met during the year on 5 March 2013, 30 April 2013, and 25 November 2013.

A summary of the record of attendance at the meetings is presented below:

NAME NUMBER OF MEETINGS ATTENDED Mr. Jacobs Moyo Ajekigbe, OFR 3 Mr. Peter Eshikena 3 Rev. Isaac Agoye 3 Mrs. Oyinkan Ade-Ajayi 3 Mallam Ahmed Dasuki 2 Mr. Cees ’t Hart 2 Mr. Louis Nnamdi Mbanefo, SAN 3 Ms. Evelyn Ndali Oputu, OON 3 Mr. Freek Rijna 3 Mr. Robert Steetskamp 3



5. Audit committee The Audit Committee met four times during the year under review for meetings and four times for

depot inspections. i) Membership Mr. Samuel S. Adebayo (Shareholder) Chairman Sir. Sunday N. Nwosu (Shareholder) Member Mr. Okwudili G. Emodi (Shareholder) Member Ms. Evelyn N. Oputu (Director) Member Rev. Isaac A. Agoye (Director) Member Mr. Robert Steetskamp (Director) Member

A summary of the record of attendance at the meetings is presented below:

NAME NUMBER OF MEETINGS ATTENDED Mr. Samuel S. Adebayo 4 Sir. Sunday N. Nwosu 4 Mr. Okwudili G. Emodi 4 Ms. Evelyn N. Oputu 2 Rev. Isaac A. Agoye 4 Mr. Robert Steetskamp 2

ii) Responsibilities The Committee is established in compliance with section 359(6) of the Companies and Allied Matters

Act CAP C20 LFN 2004.

The Committee oversees the accounting and reporting policies of the Company to ensure they are in accordance with legal requirements and agreed ethical practices.

6. Management team The Board has a Management team that is charged with the responsibility of implementing policies and

the day-to-day management of the affairs of the Company.

Membership of the team includes the following: 1) Managing Director Mr. Peter Eshikena 2) Sales Director (Customer Development and Shopper Marketing) Mr. Wilco van Dijken 3) Head of Public and Regulatory Affairs Department Mrs. Ore Famurewa 4) Finance Director Mrs. Ilona Fulop 5) Human Resources Director Mr. Tominiyi Oni 6) Sales Director (General Trade) Mr. Alex Unuadjefe 7) Operations Director Mr. Vemuri Vedavyas 8) Business Development Director Mrs. Ellen Vermeersch The Management team has as part of its terms of reference, ensuring constant monitoring of operations,

implementation of Board decisions and recommendations to the Board on all issues and areas of operations.

7. Shareholders’ participation The Company is conscious of and promotes shareholders’ rights. It continues to take necessary steps in

ensuring the same. The Board and the management have significantly benefited from the contributions and advice of the shareholder members of the Audit Committee and the contributions of shareholders at Annual General Meetings.



8. Code of conduct The Company has a Code of Conduct which sets out the values and principles that should guide all

employees in the way and manner they conduct themselves in relation to all its stakeholders. The Company ensures a steady awareness of these values and principles by continuous training, adequate publication of the contents of the Code to its employees and the development of a whistle-blowing procedure to deal with any contravention of the Code of Conduct.

9. Share trading policy The Company maintains a share trading policy that guides Directors, Audit Committee members and

employees as to their dealing in the Company’s shares. Relevant persons are prohibited from dealing in the Company’s shares both when they are in possession of material non-public information about the Company’s activities as well as during prescribed “black-out” periods.

11. Employment of disabled persons It is the policy of the Company to consider disabled persons for employment if academically and medically

qualified. The Company had no disabled person in its employment as at 31 December 2013.

12. Health, safety and welfare of employees at work Health and safety regulations are in force within the company’s premises and employees are aware of

existing regulations. Protective clothing and firefighting equipment are provided in the production areas, warehouses and offices. The Company has retainership arrangement with some hospitals where employees can be treated. There is an on-site clinic in our factory, manned by qualified medical personnel providing primary health care round the clock for employees at work. We comply with relevant statutory provisions and regulations on health, safety and welfare matters as well as providing the education required to enable compliance by employees. We organize a week - long safety programme each year, to get employees involved with matters of safety.

13. Employees’ interest The Company is committed to keeping employees fully informed as far as possible regarding the Company’s

performance and progress and seeking their views wherever practicable on matters, which particularly affect them as employees. Management, professional and technical expertise are the Company’s major assets, and investment in developing such skills is given adequate attention.

14. Analysis of shareholdings

Range Number of % Number of % shareholders shares held

Nigerian Public: 1 - 10,000 1,179 56.33 4,172,582 0.43 10,001 - 20,000 238 11.37 3,497,324 0.36 20,001 - 50,000 259 12.37 8,591,450 0.88 50,001 - 100,000 138 6.59 10,045,088 1.03 100,001 - 500,000 182 8.70 41,757,978 4.28 500,001 - 1,000,000 25 1.19 16,824,724 1.72 1,000,001 - 5,000,000 64 3.06 135,950,240 13.92 Above 5,000,000 6 0.29 95,418,618 9.77

2,091 99.90 316,258,004 32.39

Bank of Industry 1 0.05 127,184,030 13.03 Friesland Int’l Beheer B.V 1 0.05 532,893,902 54.58

Total 2,093 100.00 976,335,936 100.00



15. Suppliers 1. The Company’s significant overseas suppliers are: FrieslandCampina B.V, The Netherlands Hoogwegt International BV, The Netherlands Irish Dairy Board, Ireland Kerry Ingredients Charleville Co, Ireland Lakeland Dairies Bailie Foods Limited, Ireland Murray Goulburn Cooperative Company Limited, Australia Fonterra Limited, New Zealand Synlait Milk Limited, New Zealand

2. The Company’s significant local suppliers are: GMT Nigeria Limited Presco Nigeria Limited SPN Nigeria Limited Positive Packaging Nigeria Limited Veepee Paper Products Limited Arvee Industries Limited Eskade Ventures Limited Yellowview Global Services Limited Fouani Nigeria Limited EMEL Enterprises Nigeria Limited Avons Crowns Cap Nigeria Plc Nampak Plc Rigid Pak Container Limited Shonga Dairy Farms Limited

16. Royalty agreements The Company has a Know-How and Trade Mark agreement and a Research & Development Technical Know-

How agreement with Friesland Brands B.V., in the Netherlands.

Under the agreement, technological, scientific and professional assistance are provided for the manufacture, quality control and packaging of the Company’s products, new products development and training of personnel; and development of dairy farming in Nigeria.

The Royalty charges as stipulated in the respective agreements are as follows:

• Know-HowLicenceandTrademarkLicenceAgreement–1%oftheturnoveroftheproductsproducedand sold by FrieslandCampina WAMCO Nigeria Plc and 2% of the Company’s annual profit before tax.

• ResearchandDevelopmentKnow-HowLicenceAgreement–1%oftheturnoveroftheproductsproducedand sold by FrieslandCampina WAMCO Nigeria Plc.

• DairyDevelopmentAgreement –0.75%of the turnoverof theproductsproducedand soldby theFrieslandCampina WAMCO Nigeria Plc.

The agreement is made with the approval of the National Office for Technology Acquisition & Promotion (NOTAP).



17. Donations In 2013, the Company made donations amounting to =N=104.25 million (2012: =N=83.39 million) as follows:

Beneficiary/Project Amount in Naira St. Monica’s Orphanage, Iju-Ishaga, Lagos State 262,240 Motherless Babies Home, Uzuakoli, Abia State 262,240 SDA Motherless Home, Aba, Abia State 262,240 Chims Motherless Babies Home, Aba, Abia State 262,240 Ufon Abasi Orphanage, Uyo, Akwa-Ibom State 262,240 Bethsaida Orphanage, Ikachi, Benue State 190,000 Bert Torey Home for Mentally Handicapped Children, Zaria, Kaduna State 190,000 Child Care Trust Abuja 190,000 Hope Worldwide Ikorodu Road, Lagos State 190,000 Little Saints of the Poor, Enugu, Enugu State 190,000 Madonna School for the Handicapped, Okpanam, Delta State 190,000 Franciscan Sisters of Immaculate, Lekki, Lagos State 190,000 Marble House of Sarah Charity Home, Ibusa, Delta State 190,000 Old Peoples’ Home, Yaba, Lagos State 190,000 Oluyole Cheshire Home, Ibadan, Oyo State 190,000 Our Lady of Lourdes Maternity & Clinic, Ipetunmodu, Osun State 190,000 Our Lady’s Hospital & Orphanage, Zawan, Plateau State 190,000 Samaritan Project, Ebute-Metta, Lagos State 190,000 Nigerian Red Cross Society, Yaba, Lagos State 190,000 Ovie Brume Foundation, Victoria Island, Lagos State 190,000 Heart of Gold Orphanage, Surulere, Lagos State 190,000 SOS Children’s Village, Isolo, Lagos State 190,000 Little Saints Orphanage, Ikorodu Road, Lagos State 190,000 Marian Monastery, Enugu State 190,000 Dominican Sisters’ College, Abatete, Anambra State 190,000 Mother’s Welfare Group, Asokoro, Abuja 190,000 Adonai Orphanage Home & Widow Centre, Kaduna Kaduna State 190,000 Jesus Children Mission Outreach,Ibadan, Oyo State 190,000 Winnie’s Castle of Love Orphanage Home, Ibadan, Oyo State 190,000 Compassionate Orphanage, Igando, Lagos State 45,000

5,916,200

Water Project Community Borehole - Eruwa in Oyo State 3,676,000 Community Solar Borehole - Lanlate in Oyo State 5,076,000 Community Solar Borehole – Ipapo in Oyo State 5,237,000 Reconstruction of Fabon-Kaura Community Borehole in Bauchi State 3,724,995 Complete rehabilitation of Poro-Agbaje Borehole in Lagos State 4,535,495

22,249,490

Education Tertiary Endowment University of Ibadan – Food Technology Department 1,100,000 University of Maiduguri – Food Science & Technology Department 1,100,000 University of Nigeria Nsukka – Food Science & Technology Department 1,100,000 University of Uyo- Food Science & Technology Department 1,100,000 Federal University of Tech. Minna- Dept. of Animal Production 1,100,000 Modibo Adama University of Technology (formerly FUT Yola) – Dept. of Food Science and Technology 1,100,000

6,600,000



School Adoption Project Donation of branded Peak School Smart note books 7,000,000

7,000,000

Sponsorship Donation of Peak School Smart to key year end events 61,481,700

Others Orphanage fix-up at St. Monica’s Orphanage, Lagos State 1,000,000

Total 104,247,390

In accordance with Section 38(2) of the Companies and Allied Matters Act, CAP C20, LFN 2004, the Company did not make any donation or gift to any political party, political association or for any political purpose in the course of the year.

18. Auditors In accordance with Section 357(2) of the Companies and Allied Matters Act CAP C20 LFN 2004, the Auditors,

KPMG Professional Services, have indicated their willingness to continue in office as Auditors of the Company.

BY ORDER OF THE BOARD

Bolade Obat-Olowu (Mrs.)Company SecretaryFRC/2013/NBA/00000002242

Lagos, Nigeria

05 March 2014



Statement of directors’ responsibilities in relation to the financial statements

for the year ended 31 December 2013

The directors accept responsibility for the preparation of the annual financial statements set out on pages 38 to 84 that give a true and fair view in accordance with International Financial Reporting Standards (IFRS) and in the manner required by the Companies and Allied Matters Act of Nigeria and the Financial Reporting Council of Nigeria Act, 2011.

The directors further accept responsibility for maintaining adequate accounting records as required by the Companies and Allied Matters Act of Nigeria and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement whether due to fraud or error.

The directors have made an assessment of the Company’s ability to continue as a going concern and have no reason to believe the Company will not remain a going concern in the year ahead.

SIGNED ON BEHALF OF THE BOARD OF DIRECTORS BY:

_____________________ __________________ Jacobs Moyo Ajekigbe, OFR Peter EshikenaFRC/2013/IODN/0000000002472 FRC/2013/MANUN/0000000228605 March 2014 05 March 2014


Report of the audit committeeto the members of FrieslandCampina WAMCO Nigeria Plc

In accordance with Section 359 (4) and (6) of the Companies and Allied Matters Act, CAP C20 LFN 2004, we confirm that we have examined the Auditor’s Report for the accounting year ended 31 December 2013 and hereby declare as follows:

1. The Scope and Planning of the audit were adequate in our opinion.

2. The Accounting and Reporting policies of the Company conformed to legal requirements and agreed ethical practices.

3. The Internal Control was being constantly and effectively monitored.

4. The External Auditor’s management letter received satisfactory response from management.

5. The External Auditor confirmed receiving full co-operation from the Company’s management and that the scope of their work was not restricted in any way.

We acknowledge the co-operation of management in the conduct of our responsibilities.

Mr. S.S. AdebayoChairman, Audit CommitteeLAGOS, NIGERIADated: 05 March 2014

MEMBERS OF THE COMMITTEEMr. S.S. Adebayo - ChairmanSir. S.N. NwosuMr. O.G. EmodiMr. R. Steetskamp Ms. E. N. Oputu, OONRev. I.A. Agoye


Independent auditor’s report To the members of FrieslandCampina WAMCO Nigeria Plc

Report on the financial statementsWe have audited the accompanying financial statements of FrieslandCampina WAMCO Nigeria Plc (“the Company”) which comprise the statement of financial position as at 31 December 2013, and the statement of comprehensive income, statement of changes in equity, and statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information, as set out on pages 38 to 84.

Directors’ responsibility for the financial statementsThe directors are responsible for the preparation of financial statements that give a true and fair view in accordance with International Financial Reporting Standards, in the manner required by the Companies and Allied Matters Act of Nigeria and the Financial Reporting Council of Nigeria Act, 2011, and for such internal control as the directors determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s responsibilityOur responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with International Standards on Auditing. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

OpinionIn our opinion, these financial statements give a true and fair view of the financial position of FrieslandCampina WAMCO Nigeria Plc as at 31 December 2013 and of its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards and in the manner required by the Companies and Allied Matters Act of Nigeria and the Financial Reporting Council of Nigeria Act, 2011.

Report on other legal and regulatory requirements

Compliance with the Requirements of Schedule 6 of the Companies and Allied Matters Act of NigeriaIn our opinion, proper books of account have been kept by the Company, so far as appears from our examination of those books and the Company’s statement of financial position and the statement of comprehensive income is in agreement with the books of account.

Signed:Oluwatoyin A. Gbagi, ACAFRC/2012/ICAN/00000000565For: KPMG Professional ServicesChartered Accountants05 March 2014Lagos, Nigeria


Note 31 December 31 December 1 January 2013 2012 2012 Assets Property, plant and equipment 12 13,850,434 10,508,317 9,216,054 Intangible assets 13 101,815 133,142 101,726 Long-term prepayments 14 147,125 46,777 81,094 Long term receivables 17 58,485 103,178 97,985

Total non-current assets 14,157,859 10,791,414 9,496,859

Inventories 16 14,440,448 14,126,211 18,242,238 Trade and other receivables 17 4,143,787 2,486,020 4,737,617 Prepayments 14 360,379 347,156 209,915 Cash and cash equivalents 18 16,500,732 20,934,293 8,572,018

Total current assets 35,445,346 37,893,680 31,761,788

Total assets 49,603,205 48,685,094 41,258,647

Equity Share capital 19 (a) 488,168 488,168 488,168 Share premium 19(a) 350,211 350,211 350,211 Retained earnings 7,804,903 13,509,948 10,702,283

Total equity attributable to owners of the Company 8,643,282 14,348,327 11,540,662

Liabilities Employee benefits 20 2,520,881 2,214,939 1,860,435 Deferred tax liabilities 15 1,391,983 1,762,065 1,160,042

Total non-current liabilities 3,912,864 3,977,004 3,020,477

Current tax liabilities 10(c) 6,053,200 6,060,263 3,637,847 Trade and other payables 21 30,993,859 24,299,500 23,059,661

Total current liabilities 37,047,059 30,359,763 26,697,508

Total liabilities 40,959,923 34,336,767 29,717,985

Total equity and liabilities 49,603,205 48,685,094 41,258,647

The financial statements were approved by the Board of Directors on 5 March 2014 and signed on its behalf by:

____________________________________ __________________________________Chairman - Jacobs Moyo Ajekigbe, OFR Managing Director - Peter EshikenaFRC/2013/IODN/0000000002472 FRC/2013/MANUN/00000002286

Additionally certified by:

________________________________Finance Director - Ilona FulopFRC/2014/MANUN/00000006590

The accompanying notes and significant accounting policies form an integral part of these financial statements.

Statement of financial position as at 31 DecemberIn thousands of naira


Note 31 December 31 December 2013 2012

Continuing operations

Revenue 6 120,256,164 111,120,828 Cost of sales (92,868,072) (82,741,503)

Gross profit 27,388,092 28,379,325 Other income 17 373,490 - Sales, marketing and distribution expenses (6,226,312) (5,910,039)Administrative expenses (3,481,949) (2,950,087)

Results from operating activities 18,053,321 19,519,199

Finance income 7 1,259,604 915,824 Finance costs 7 (371) (60,869)

Net finance income 7 1,259,233 854,955

Profit before income tax 8 19,312,554 20,374,154

Income tax expense 10(a) (6,243,033) (6,657,452)

Profit for the year 13,069,521 13,716,702

Other comprehensive income

Defined benefit plan actuarial gain 20 91,194 16,114 Income tax on other comprehensive income 10(b) (27,358) (4,834)

Other comprehensive income for the year, net of income tax 63,836 11,280

Total comprehensive income for the year 13,133,357 13,727,982

Profit for the year is attributable to:Owners of the company 13,069,521 13,716,702

Total comprehensive income for the year is attributable to:Owners of the company 13,133,357 13,727,982

Earnings and declared dividend per shareBasic and diluted earnings per share (naira) 11 13.39 14.05

Declared dividends per share (naira) 11 19.30 11.18


Statement of comprehensive incomefor the year ended 31 December 2013

In thousands of naira


Statement of changes in equity Attributable to equity holders of the companyIn thousands of naira

Note Share Share Retained Total capital premium earnings equity

Balance at 1 January 2012 488,168 350,211 10,702,283 11,540,662

Profit for the yearProfit or loss - - 13,716,702 13,716,702

Other Comprehensive incomeDefined benefit plan actuarial gain, net of tax - - 11,280 11,280

Total comprehensive income for the year - - 13,727,982 13,727,982

Transactions with owners, recorded directly in equityDividends 19 (b) - - (10,920,317) (10,920,317)

Balance as at 31 December 2012 488,168 350,211 13,509,948 14,348,327

Balance at 1 January 2013 488,168 350,211 13,509,948 14,348,327

Profit for the yearProfit or loss - - 13,069,521 13,069,521

Other Comprehensive incomeDefined benefit plan actuarial gain, net of tax - - 63,836 63,836

Total comprehensive income for the year - - 13,133,357 13,133,357

Transactions with owners, recorded directly in equityDividends 19 (b) - - (18,838,402) (18,838,402)

Balance as at 31 December 2013 488,168 350,211 7,804,903 8,643,282



Statement of cash flowsfor the year ended 31 December 2013


Note 31 December 31 December 2013 2012

Cash flows from operating activitiesProfit for the year 13,069,521 13,716,702

Adjustments for:Tax expense 10(a) 6,243,033 6,657,452 Depreciation 12 863,958 775,074 Amortisation of intangible assets 13 31,327 23,495 Gratuity and long term employee benefits expense 20 (c) 556,392 477,248 Interest income on short term deposit 7 (1,211,766) (915,824)Interest expense on overdraft 7 371 1,004 Loss on disposal of property, plant and equipment 89,537 124,652

19,642,373 20,859,803

Change in inventories (314,237) 4,116,027 Change in trade and other receivables (1,657,767) 2,251,597 Change in prepayments (13,223) (137,241)Change in trade and other payables * 8,591,201 3,197,815 Change in long term prepayments (100,348) 34,317 Change in long term receivables 44,693 (5,193)

Cash generated from operating activities 26,192,692 30,317,125

Value Added Tax (VAT) paid (1,926,282) (1,971,815)Income tax paid 10 (c) (6,647,536) (3,637,847)Gratuity and long service award benefits paid 20 (159,256) (106,630)

Net cash flow from operating activities 17,459,618 24,600,833

Cash flow from investing activitiesFinance income 7 1,211,766 915,824 Proceeds from sale of property, plant and equipment 205,727 8,066 Purchase of intangible assets 13 - (54,911)Acquisition of property, plant and equipment 12 (4,501,339) (2,200,055)

Net cash used in investing activities (3,083,846) (1,331,076)

Cash flow from financing activitiesFinance costs 7 (371) (1,004)Dividends paid 19(b) (18,808,962) (10,906,478)

Net cash used in financing activities (18,809,333) (10,907,482)

Net decrease in cash and cash equivalents (4,433,561) 12,362,275 Cash and cash equivalent at 1 January 18 20,934,293 8,572,018

Cash and cash equivalent at 31 December 18 16,500,732 20,934,293

*Change in trade and other payables has been adjusted for the effect of movement in dividends payable and Value added tax (VAT) paid shown separately on the statement of cash flows.



Notes to the financial statementsfor the year ended 31 December 2013

Page1 Reporting entity 432 Basis of preparation 433 Significant accounting policies 444 Determination of fair values 535 Operating segments 536 Revenue 537 Net finance income 538 Profit before taxation 549 Personnel expenses 5410 Taxation 5611 Earnings per share 5712 Property, plant and equipment 5813 Intangible assets 5914 Prepayments 6015 Deferred tax assets and liabilities 6016 Inventories 6117 Trade and other receivables 6118 Cash and cash equivalents 6219 Capital and reserves 6220 Employee benefits 6321 Trade and other payables 6522 Financial risk management and financial instruments 6623 Operating Leases 7224 Contingencies 7225 Related parties 7226 Subsequent events 7427 Explanation of transition to IFRSs 74


Notes to the financial statements cont’dfor the year ended 31 December 2013

1 Reporting entity FrieslandCampina WAMCO Nigeria Plc (“the Company”) is a company domiciled in Nigeria. The address of

the Company’s registered office is Plot 7b Acme road, Ikeja Industrial Estate, Ogba, Lagos. The Company was incorporated in Nigeria as a private limited liability company on 17 April 1973, commenced operations on 13 September 1975 and became public limited liability company in 1978.

The Company is principally engaged in the manufacturing and marketing of evaporated milk, instant milk powder, ready to drink beverages and other dairy based products.

2 Basis of preparation (a) Statement of compliance The financial statements have been prepared in accordance with International Financial Reporting

Standards (IFRSs). These are the Company’s first financial statements prepared in accordance with IFRSs and IFRS 1 First-time Adoption of International Financial Reporting Standards has been applied.

An explanation of how the transition to IFRSs has affected the reported financial position, financial performance and cash flows of the Company is provided in note 27.

The financial statements were authorised for issue by the Board of Directors on 5 March 2014.

(b) Basis of measurement The financial statements have been prepared on historical cost basis except for the defined benefit

obligations which are recognised at present value as explained in Note 3(i).

(c) Functional and presentation currency These financial statements are presented in Naira, which is the Company’s functional currency. All

financial information presented in Naira has been rounded to the nearest thousand except where otherwise indicated.

(d) Use of estimates and judgement The preparation of the financial statements in conformity with IFRSs requires management to make

judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods affected.

Information about assumptions and estimation uncertainties and critical judgement in applying accounting policies that have the most significant effect on the amounts recognised in the financial statements are described in the following notes:

Note 20 Measurement of defined benefit obligations Note 24 Contingencies


3 Significant accounting policies The accounting policies set out below have been applied consistently to all periods presented in these

financial statements and in preparing the opening IFRS statement of financial position at 1 January 2012 for the purposes of the transition to IFRSs unless otherwise indicated.

a) Foreign currency transactions Transactions denominated in foreign currencies are recognized in the entity’s functional currency at

the exchange rate prevailing on the transaction date.

Monetary assets and liabilities denominated in foreign currencies are re- translated at the end of each reporting period using the closing rate. Translation adjustments arising from the translation or the settlement of these items are recognized in profit or loss.

Non-monetary items in foreign currencies valued at historical cost are translated at the rate prevailing on the transaction date.

b) Financial instruments i. Non-derivative financial assets The Company initially recognizes loans and receivables and deposits on the date that they are

originated. All other financial assets are recognized initially on the trade date at which the Company becomes a party to the contractual provisions of the instrument.

The Company derecognizes a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by the Company is recognized as a separate asset or liability.

The Company’s non-derivative financial assets are classified as loans and receivables and cash and cash equivalents.

Loans and receivables are financial assets with fixed or determinable payments that are not quoted in an active market and are not held for trading purposes or available for sale. Such assets are recognized initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, loans and receivables are measured at amortized cost using the effective interest method, less any impairment losses. These assets are subject to impairment tests when there is an indication of impairment loss. An impairment loss is recognized if the carrying amount exceeds the estimated recoverable amount. Loans and receivables comprise intercompany receivables and trade and other receivables.

Cash and cash equivalents Cash and cash equivalents comprise cash balances and call deposits with maturities of three months

or less from the acquisition date that are subject to an insignificant risk of changes in their fair value, and are used by the Company in the management of its short-term commitments.

ii. Non-derivative financial liabilities All financial liabilities are recognised initially on the trade date at which the Company becomes a

party to the contractual provisions of the instrument.




The Company derecognises a financial liability when its contractual obligations are discharged or cancelled or expire.

The Company has the following non-derivative financial liabilities: loan and borrowings, bank overdrafts, trade and other payables.

Such financial liabilities are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition these financial liabilities are measured at amortized cost using the effective interest method.

iii. Share capital Ordinary shares are classified as equity. When new shares are issued, they are recorded in share

capital at their par value. The excess of the issue price over the par value is recorded in the share premium reserve.

Incremental costs directly attributable to the issue of ordinary shares and share options are recognised as a deduction from equity, net of any tax effects.

Financial assets and liabilities are offset and the net amount presented in the statement of financial position when, and only when, the Company has a legal right to offset the amounts and intends either to settle on a net basis or to realise the asset and settle the liability simultaneously.

c) Property, plant and equipment I. Recognition and measurement Items of property, plant and equipment are measured at cost less accumulated depreciation and

accumulated impairment losses.

Cost includes expenditure that is directly attributable to the acquisition of the asset. Items of property, plant and equipment under construction are disclosed as capital work-in-progress. The cost of construction recognised includes the cost of materials and direct labour, any other costs directly attributable to bringing the assets to a working condition for their intended use, the costs of dismantling and removing the items and restoring the site on which they are located, and borrowing costs on qualifying assets.

Purchased software that is integral to the functionality of the related equipment is capitalised as part of the equipment.

When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment and depreciated accordinlgy.

Gains and losses on disposal of an item of property, plant and equipment are determined by comparing the proceeds from disposal with the carrying amount of property, plant and equipment, and are recognised net within other income in profit or loss.

ii. Subsequent costs The cost of replacing a part of an item of property, plant and equipment is recognised in the carrying

amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Company and its cost can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of the day-to-day servicing of property, plant and equipment are recognised in profit or loss as incurred.


iii. Depreciation Depreciation is calculated over the depreciable amount, which is the cost of an asset, or other

amount substituted for cost, less its residual value.

Depreciation is recognized in profit or loss on a straight-line basis over the estimated useful lives of each part of an item of property, plant and equipment which reflects the expected pattern of consumption of the future economic benefits embodied in the asset. Leased assets are depreciated over the shorter of the lease term and their useful lives unless it is reasonably certain that the Company will obtain ownership by the end of the lease term in which case the assets are depreciated over the useful life.

The estimated useful lives for the current and comparative periods are as follows: • Leaseholdland Overthelifeofthelease • Buildings 4% • Plantandmachinery - Workshop machinery 5% - Filling and packaging machinery/lines 10% - Labelling,box packers and palletizers 6.67% - Utilities and other plant and machinery 7.5% •Motorvehicles 20% •Furniture,fittingsandtools 20%

Depreciation methods, useful lives and residual values are reviewed at each financial year end and adjusted if appropriate.

Capital work-in-progress is not depreciated. The attributable cost of each asset is transferred to the relevant asset category immediately the asset is available for use and depreciated accordingly.

d) Intangible assets i. Software Purchased software with finite useful life is measured at cost less accumulated amortisation and

accumulated impairment losses.

ii. Subsequent expenditure Subsequent expenditure is capitalised only when it increases the future economic benefits embodied

in the specific asset to which it relates. All other expenditure is recognised in profit or loss as incurred.

iii. Amortisation Amortisation is calculated over the cost of the asset, or other amount substituted for cost, less its

residual value.

Amortisation is recognized in profit or loss on a straight-line basis over the estimated useful lives of intangible assets. The estimated useful life for the current and comparative periods is as follows:

Computer software 5 years Amortisation methods, useful lives and residual values are reviewed at each financial year-end and

adjusted if appropriate.

e) Related parties Related parties include the holding company and other group entities. Directors, their close family



members and any employee who is able to exert a significant influence on the operating policies of the Company are also considered to be related parties. Key management personnel are also regarded as related parties. Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of that entity.

f) Leases i. Leased assets Assets held by the Company under leases for which the Company assumes substantially all the risks

and rewards of ownership are classified as finance leases. Upon initial recognition the leased asset is measured at an amount equal to the lower of its fair value and the present value of the minimum lease payments. Subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable to that asset.

Assets held under other leases are operating leases and the leased assets are not recognised in the Company’s statement of financial position.

ii. Lease payments Payments made under operating leases are recognised in profit or loss on a straight-line basis over

the term of the lease. Lease incentives received are recognised as an integral part of the total lease expense, over the term of the lease.

Minimum lease payments made under finance leases are apportioned between the finance expense and the reduction of the outstanding liability. The finance expense is allocated to each period during the lease term so as to produce a constant periodic rate of interest on the remaining balance of the liability.

g) Inventories Inventories are measured at the lower of cost and net realisable value. The cost of inventories includes

expenditure incurred in acquiring the inventories and other costs incurred in bringing them to their existing location and condition.The basis of costing is as follows:

Raw and packaging materials, spares and - purchase cost on a first-in, first-out basis, purchased finished goods including transportation and clearing costs

Finished goods in process - cost of direct materials and labour plus a reasonable proportion of manufacturing overheads based on normal levels of activity

Goods-in-transit - purchase cost incurred to date

Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and selling expenses.

Engineering spares that are generic in nature are classified as inventory and are recognised in the profit or loss as consumed.

Allowance is made for obsolete, slow moving or defective items where appropriate.



h) Impairment i. Financial assets (including receivables) A financial asset not carried at fair value through profit or loss is assessed at each reporting date

to determine whether there is objective evidence that it is impaired. A financial asset is impaired if objective evidence indicates that a loss event has occurred after the initial recognition of the asset, and that the loss event had a negative effect on the estimated future cash flows of that asset that can be reliably estimated.

Objective evidence that financial assets (including equity securities) are impaired can include default or delinquency by a debtor, restructuring of an amount due to the Company on terms that the Company would not consider otherwise, indications that a debtor or issuer will enter bankruptcy, or the disappearance of an active market for a security. In addition, for an investment in an equity security, a significant or prolonged decline in its fair value below its cost is objective evidence of impairment.

The Company considers evidence of impairment for receivables at both a specific asset and collective level. All individually significant receivables are assessed for specific impairment. All individually significant receivables found not to be specifically impaired are then collectively assessed for any impairment that has been incurred but not yet identified. Receivables that are not individually significant are collectively assessed for impairment by grouping together receivables with similar risk characteristics.

In assessing collective impairment the Company uses historical trends of the probability of default, timing of recoveries and the amount of loss incurred, adjusted for management’s judgement as to whether current economic and credit conditions are such that the actual losses are likely to be greater or less than suggested by historical trends.

An impairment loss in respect of a financial asset measured at amortised cost is calculated as the difference between its carrying amount and the present value of the estimated future cash flows discounted at the asset’s original effective interest rate. Losses are recognized in profit or loss and reflected in an allowance account against receivables. Interest on the impaired asset continues to be recognized through the unwinding of the discount. When a subsequent event causes the amount of impairment loss to decrease, the decrease in impairment loss is reversed through profit or loss but only to the extent of what the instrument would have been if no impairment took place.

ii. Non-financial assets The carrying amounts of the Company’s non-financial assets, other than inventories are reviewed

at each reporting date to determine whether there is any indication of impairment. If any such indication exists, then the asset’s recoverable amount is estimated. For goodwill and intangible assets that have indefinite useful lives or that are not yet available for use, the recoverable amount is estimated each year at the same time.The recoverable amount of an asset or cash-generating unit is the greater of its value in use and its fair value less costs to sell. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset.

For the purpose of impairment testing, assets that cannot be tested individually are grouped together into the smallest group of assets that generates cash inflows from continuing use that are largely independent of the cash inflows of other assets or groups of assets (the “cash-generating unit, or CGU”).



An impairment loss is recognized if the carrying amount of an asset or its CGU exceeds its estimated recoverable amount. Impairment losses are recognized in profit or loss. Impairment losses recognized in respect of CGUs are allocated first to reduce the carrying amount of any goodwill allocated to the units, and then to reduce the carrying amounts of the other assets in the unit (group of units) on a pro rata basis.

In respect of other assets (excluding Goodwill for which impairment loss is not reversed), impairment losses recognized in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortization, if no impairment loss had been recognised.

i) Employee benefits i. Defined contribution plans A defined contribution plan is a post-employment benefit plan under which an entity pays fixed

contributions into a separate entity and has no legal or constructive obligation to pay further amounts in respect of all employee benefits relating to employee service in current and prior periods.

In line with the provisions of the Pension Reform Act 2004, the Company has instituted a defined contribution pension scheme for their permanent staff. Staff contributions to the scheme are funded through payroll deductions. Obligations for contributions to the defined contribution plan are recognised as an employee benefit expense in profit or loss in the periods which related services are rendered by employees. Employees contribute 7.5% each of the relevant emoluments to the fund on a monthly basis while the Company also contributes 10.5%.

ii. Defined benefit plans A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The

Company’s net obligation in respect of defined benefit gratuity scheme is calculated by estimating the amount of future benefits that employees have earned in return for their service in the current and prior years. Benefits to employees are accrued for under an annualised defined benefit plan which approximates the present value of benefits using a discount rate for Federal Government of Nigeria issued bonds that have maturity dates approximating the terms of the company’s obligation. Where appropriate, consultions are made with the Company’s actuaries to ensure that the obligation recognised is appropriate. Acturial gains and losses arising from this scheme are recognised in other comprehensive income.

iii. Other long-term employee benefits The Company’s net obligation in respect of long-term employee benefits other than pension plans is

the amount of future benefit that employees have earned in return for their service in the current and prior periods. The company’s other long-term employee benefits comprise of a long service award scheme that it has for its employees. The Company’s liability with respect to this scheme is determined by an independent actuarial valuation every year using the projected unit credit method. In determining the liability for employee benefits under the defined benefit scheme, consideration is given to future increases in salary rates and the Company’s experience with staff turnover. Actuarial gains and losses arising from differences between the actual and expected outcome in the valuation of the obligation are recognized in profit or loss in the period they arise. The effect of any curtailment is also charged in full in profit or loss immediately when the curtailment occurs. The discount rate is the yield on Federal Government of Nigeria issued bonds that have maturity dates approximating the terms of the company’s obligation. The Company ensures that adequate arrangements are in place to meet its obligations under the scheme.



iv. Terminational benefits Termination benefits are recognised as an expense when the Company is committed demonstrably,

without realistic possibility of withdrawal, to a formal detailed plan to either terminate employment before the normal retirement date, or to provide termination benefits as a result of an offer made to encourage voluntary redundancy. Termination benefits for voluntary redundancies are recognised as an expense if the Company has made an offer of voluntary redundancy, it is probable that the offer will be accepted, and the number of acceptances can be estimated reliably. If benefits are payable more than 12 months after the reporting period, then they are discounted to their present value.

v. Short-term employee benefits Short-term employee benefit obligations are measured on an undiscounted basis and are expensed

as the related service is provided.

A liability is recognised for the amount expected to be paid under short-term cash bonus or profit sharing plans if the Company has a present legal or constructive obligation to pay this amount as a result of past service provided by the employee, and the obligation can be estimated reliably.

j) Provisions A provision is recognised if, as a result of a past event, the Company has a present legal or constructive

obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability. The unwinding of the discount is recognised as finance cost.

k) Contingent liabilities A contingent liability is a possible obligation that arises from past events and whose existence will

be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the company, or a present obligation that arises from past events but is not recognised because it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or the amount of the obligation cannot be measured with sufficient reliability.

Contingent liabilities are only disclosed and not recognised as liabilities in the statement of financial position.

If the likelihood of an outflow of resources is remote, the possible obligation is neither a provision nor a contingent liability and no disclosure is made.

l) Revenue Revenue from the sale of goods in the course of ordinary activities is measured at the fair value of the

consideration received or receivable, net of value added tax, sales returns, trade discounts and volume rebates.

Revenue is recognised when persuasive evidence exists that the significant risks and rewards of ownership have been transferred to the buyer, recovery of the consideration is probable and there is no continuing management involvement with the goods, and the amount of revenue can be measured reliably. If it is probable that discount will be granted and the amount can be measured reliably, then the discount is recognised as a reduction of revenue as the sales are recognised.



Transfer of significant risk and rewards of ownership is determined to be transferred to the buyer at the point of delivery to the buyer.

m) Finance income and finance costs Finance income comprises interest income on funds invested and dividend income. Interest income

is recognised as it accrues in profit or loss, using the effective interest method. Dividend income is recognised in profit or loss on the date that the company’s right to receive payment is established.

Finance costs comprise interest expense on borrowings, unwinding of the discount on provisions and deferred consideration.

Borrowing costs that are not directly attributable to the acquisition, construction or production of a qualifying asset are recognised in profit or loss using the effective interest method.

Foreign currency gains and losses on financial assets and financial liabilities are reported on a net basis as either finance income or finance cost depending on whether foreign currency movements are in a net gain or net loss position.

n) Tax Income tax expense represents the sum of current tax expense and deferred tax expense. Current tax

and deferred tax is recognised in profit or loss except for items recognised directly in equity or in other comprehensive income.

i. Current tax Current tax is the expected tax payable or receivable on the taxable income or loss for the year,

using tax rates statutorily enacted at the reporting date, and any adjustment to tax payable in respect of previous years. The Company is subject to the following types of current income tax:

• CompanyIncomeTax-ThisrelatestotaxonrevenueandprofitgeneratedbytheCompanyduringthe year, to be taxed under the Companies Income Tax Act Cap C21, LFN 2004 as amended to date.

• TertiaryEducationTax-TertiaryeducationtaxisbasedontheassessableincomeoftheCompanyand is governed by the Tertiary Education Trust Fund (Establishment) Act LFN 2011.

ii. Deferred tax Deferred tax is recognised in respect of temporary differences between the carrying amounts of

assets and liabilities for financial reporting purposes and the amounts used for taxation purposes.

The measurement of deferred tax reflects the tax consequences that would follow the manner in which the Group expects, at the end of the reporting period, to recover or settle the carrying amount of its assets and liabilities.

Deferred tax is measured at the tax rates that are expected to be applied to temporary differences when they reverse, using tax rates enacted or substantively enacted at the reporting date.

Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they relate to taxes levied by the same tax authority on the same taxable entity, or on different tax entities, but they intend to settle current tax liabilities and assets on a net basis or their tax assets and liabilities will be realised simultaneously.



o) Earnings per share The Company presents basic and diluted earnings per share (EPS) data for its ordinary shares. Basic EPS

is calculated by dividing the profit or loss attributable to ordinary shareholders of the Company by the weighted average number of ordinary shares outstanding during the period, adjusted for own shares held. Diluted EPS is determined by adjusting the profit or loss attributable to ordinary shareholders and the weighted average number of ordinary shares outstanding, adjusted for own shares held, for the effects of all dilutive potential ordinary shares.

p) Segment reporting An operating segment is a component of the Company that engages in business activities from which

it may earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Company’s other components. All of the Company’s products have similar risks and returns thus management does not use operating segments’ operating results to make decisions about resources to be allocated to the segment and assess its performance.

q) Dividends Dividends are recognised as liability in the period they are declared.

Dividends which remained unclaimed for a period exceeding twelve (12) years from the date of declaration and which are no longer actionable by shareholders in accordance with Section 385 of Companies and Allied Matters Act of Nigeria are written back to retained earnings.

r) New standards and interpretations not yet adopted A number of new standards, amendments to standards and interpretations are effective for annual

periods beginning after 31 December, 2013 and beyond, and have not been applied in preparing these financial statements. The one which may be relevant to the Company is set out below.

IFRS 9 Financial Instruments (2010), IFRS 9 Financial Instruments (2009) IFRS 9 (2009) introduces new requirements for the classification and measurement of financial assets.

Under IFRS 9 (2009), financial assets are classified and measured based on the business model in which they are held and the characteristics of their contractual cash flows. IFRS 9 (2010) introduces additions relating to financial liabilities. The IASB currently has an active project to make limited amendments to the classification and measurement requirements of IFRS 9 and add new requirements to address the impairment of financial assets and hedge accounting.

IFRS 9 (2010 and 2009) is effective for annual periods beginning on or after 1 January 2018 with early adoption permitted. Management does not plan to adopt these standards early; the impact of which has not been reasonably estimated.



4 Determination of fair values A number of the Company’s accounting policies and disclosures require the determination of fair value, for

both financial and non-financial assets and liabilities. Fair values have been determined for measurement and/or disclosure purposes based on the following methods.

When applicable, further information about the assumptions made in determining fair values is disclosed in the notes specific to that asset or liability.

a) Trade and other receivables The fair value of trade and other receivables is estimated as the present value of future cash flows,

discounted at the market rate of interest at the measurement or reporting date. Fair value for short-term receivables with no stated interest rate are measured at the original invoice amount if the effect of discounting is immaterial. Fair value is determined at initial recognition and for disclosure purposes, at each annual reporting date.

b) Non-derivative financial liabilities Fair value, which is determined for disclosure purposes, is calculated based on the present value of future

principal and interest cash flows, discounted at the market rate of interest at the reporting date.

5 Operating segments The Company’s primary geographical segment is Nigeria. Over 98% of the Company’s sales are made in

Nigeria. Also, all of the Company’s products have similar risks and returns. Therefore, no further business or geographical segments information is reported.

6 Revenue Analysis of revenue from sale of goods by geographical area is as follows:

In thousands of naira 2013 2012

Local 118,817,017 109,579,886 Export (Note 25 (d) (iii) 1,439,147 1,540,942

120,256,164 111,120,828

7 Net finance income In thousands of naira 2013 2012

Interest income on short term deposits 1,211,766 915,824 Net foreign exchange gain 47,838 -

Finance income 1,259,604 915,824 Interest expense on overdraft (371) (1,004) Net foreign exchange loss - (59,865)

Finance costs (371) (60,869)

Net finance income 1,259,233 854,955



8 Profit before income tax Profit before income tax is stated after charging/(crediting):

In thousands of naira Note 2013 2012

Amortisation of intangible assets 13 31,327 23,495 Auditor’s remuneration 12,783 11,000 Depreciation of property, plant and equipment 12 863,958 775,074 Directors’ remuneration 9 (c) 60,197 47,374 Export expansion grant income 17 (373,490) - Loss on disposal of property, plant and equipment 89,537 124,652 Operating lease payments - Business premises 143,462 176,261 - Employee accommodation 70,299 114,749 Personnel expenses 9 (a) 5,902,498 5,375,800 Royalty expenses 25(d)(i) 3,186,432 2,958,764

9 Personnel expenses (a) Personnel expenses for the year comprise of the following:


Salaries, wages and allowances 5,122,908 4,723,652 Contributions to compulsory pension fund scheme 223,198 174,900 Gratuity and long term employee benefits expense 20(c) 556,392 477,248

8 5,902,498 5,375,800

(b) Employees of the Company, whose duties were wholly or mainly discharged in Nigeria, received remuneration (excluding pension costs and certain benefits) in the following ranges:

2013 2012 N N Number Number

760,001 - 810,000 16 - 810,001 - 890,000 - 41 890,001 - 990,000 20 44 990,001 - 1,090,000 57 63 1,090,001 - 1,190,000 31 96 1,190,001 - 1,290,000 73 152 1,290,001 - 1,390,000 143 168 1,390,001 - 1,490,000 164 29 1,490,001 - 1,590,000 96 23 1,590,001 and above 229 175

829 791



The number of full-time persons employed per function as at 31 December was as follows:

2013 2012 Number Number

Production 485 465 Supply chain 44 35 Sales and Marketing 134 129 General Administration 166 162

829 791

(c) Chairman and directors remuneration Remuneration paid to directors of the Company was as follows:


Non-executive directors 33,835 30,734 Executive director 26,362 16,640

60,197 47,374

The directors’ remuneration shown above includes:


Chairman 3,915 3,400 Highest paid director 26,362 16,640

(d) The number of directors excluding the Chairman and the highest paid director with gross emoluments within the bands stated below were;

2013 2012 =N= =N= Number Number 3,000,000 - 4,000,000 8 8



10 Taxation (a) Income tax expense


Current tax expense Current period income tax 5,636,145 5,642,046 Current period tertiary education tax 417,055 418,217 Prior year under provision 587,273 -

Note 10 (c) 6,640,473 6,060,263

Deferred tax expense Origination and reversal of temporary differences Note 15 (397,440) 597,189

Total income tax expense recognised in profit or loss 6,243,033 6,657,452

(b) Income tax recognised directly in other comprehensive income


Defined benefit plan actuarial gain Note 20 (b) (91,194) (16,114) Tax expense 27,358 4,834

(63,836) (11,280)

(c) Tax payable In thousands of naira 2013 2012

Movement in tax payable during the year was as follows At 1 January 6,060,263 3,637,847 Charge for the year Note 10 (a) 6,640,473 6,060,263 Payments in the year (6,647,536) (3,637,847)

At 31 December 6,053,200 6,060,263



(d) Reconciliation of effective tax rate

In thousands of naira 2013 2013 2012 2012

Profit for the period 13,069,521 13,716,702 Total income tax expense 6,243,033 6,657,452

Profit before income tax 19,312,554 20,374,154

Income tax using the Company’s domestic tax rate 30.00% 5,793,766 30.00% 6,112,246 Disallowed expenses 0.51% 99,045 1.60% 325,841 Exempt income (0.47)% (91,621) (0.84)% (171,966) Prior year under provision 3.04% 587,273 0.00% - Change in recognised deductable temporary differences (2.68)% (518,302) 0.00% - Tertiary education tax 2.16% 417,055 2.05% 418,217 Investment allowance (0.23)% (44,183) (0.13)% (26,886)

32.33% 6,243,033 32.68% 6,657,452

11 Earnings and declared dividend per share Basic and diluted earnings per share and declared dividend per share are based on profit for the year

of =N=13,069,521,000 (2012: =N=13,716,702,000) and total dividends declared of =N=18,838,402,000 (2012: =N=10,920,317,000 ) respectively, and a weighted average number of ordinary shares outstanding of 976,335,938 (2012: 976,335,938). The company split its ordinary shares from 488,167,969 shares of =N=1 each to 976,335,938 shares of =N=0.50 each during the year without any corresponding change in resources. (See note 19 (a). Therefore, the current and prior period earnings and dividends per share figures have been adjusted for the transaction.

The Company did not have any instruments with a dilutive effect during the year thus basic and diluted earnings per share are equal.



12 Property, plant and equipment (PPE) (a) The movement for the year is as follows:

In thousands of naira Notes Land and Plant and Motor Furniture, Assets Buildings Machinery Vehicles Fitting under and Tools construction Total

Cost Balance at 1 January 2012 3,160,480 8,260,578 1,077,150 336,876 1,106,399 13,941,483 Additions 110,513 189,306 66,076 38,293 1,795,867 2,200,055 Disposals (5,402) (184,082) - (387) - (189,871) Transfers 357,300 519,674 21,545 140,662 (1,039,181) -

Balance at 31 December 2012 3,622,891 8,785,476 1,164,771 515,444 1,863,085 15,951,667

Balance at 1 January 2013 3,622,891 8,785,476 1,164,771 515,444 1,863,085 15,951,667 Additions 246,618 1,268,524 177,416 79,876 2,728,905 4,501,339 Disposals - (87,682) (381,443) - - (469,125) Transfers 168,408 192,675 - 80,383 (441,466) -

Balance at 31 December 2013 4,037,917 10,158,993 960,744 675,703 4,150,524 19,983,881

Depreciation Balance at 1 January 2012 546,717 3,489,836 499,318 189,558 - 4,725,429 Depreciation for the year 136,926 454,276 123,468 60,404 - 775,074 Disposals - (4,104) (52,891) (158) - (57,153)

Balance at 31 December 2012 683,643 3,940,008 569,895 249,804 - 5,443,350

Balance at 1 January 2013 683,643 3,940,008 569,895 249,804 - 5,443,350 Depreciation for the year 172,002 496,306 88,208 107,442 - 863,958 Disposals - - (173,861) - - (173,861)

At 31 December 2013 855,645 4,436,314 484,242 357,246 - 6,133,447

Carrying amounts At 1 January 2012 2,613,763 4,770,742 577,832 147,318 1,106,399 9,216,054

At 31 December 2012 2,939,248 4,845,468 594,876 265,640 1,863,085 10,508,317

At 1 January 2013 2,939,248 4,845,468 594,876 265,640 1,863,085 10,508,317

At 31 December 2013 3,182,272 5,722,679 476,502 318,457 4,150,524 13,850,434

(b) Property, plant and equipment under construction Expenditure on property, plant and equipment under construction during the year is analysed as follows:

In thousands of naira 2013 2012 Buildings 349,603 167,956 Plant and machinery 2,084,331 1,545,128 Others 294,972 82,783 2,728,906 1,795,867

At year end, the Company had various ongoing capital projects which included plant upgrades, replacement of ageing machinery and expansion of warehouse and factory capacity. The projects are expected to be completed between 2014 and 2015.

No borrowing costs were capitalised in the current year (2012: Nil) as the assets were not funded through interest bearing borrowings.



(c) Capital commitments The approved capital expenditure already committed as at reporting date was =N=3.27 billion (2012: =N=520

million). Capital expenditure approved not contracted amounted to Nil (2012: Nil). Capital expenditure will be funded from the company’s internal resources.

(d) There was no property, plant and equipment that was pledged as security for borrowings at year-end (2012: Nil; 1 January 2012: Nil).

(e) Assets held on finance lease Included as part of property, plant and equipment is land held under finance lease arrangements for a

minimum lease term of 99 years. The lease amounts were fully paid at the inception of the lease. The carrying amount of the leasehold land at the end of the year is presented below:

The classification of the lease of land as a finance lease is on the basis that the lease transfers substantially all of the risks and rewards of ownership incidental to ownership of the land to the Company.


Cost 1,550,450 1,550,450 Accumulated depreciation (281,900) (266,239)

Carrying amount 1,268,550 1,284,211

13 Intangible assets The movement for the year was as follows:

In thousands of naira Note Software

Cost Balance at 1 January 2012 101,726 Additions 54,911

Balance at 31 December 2012 156,637

Balance at 1 January 2013 156,637 Additions -


Amortisation and impairment losses Balance at 1 January 2012 - Amortisation for the year 8 23,495


Balance at 1 January 2013 23,495 Amortisation for the year 8 31,327


Carrying amounts At 1 January 2012 101,726

At 31 December 2012 133,142

Balance at 1 January 2013 133,142




14 Prepayments

In thousands of naira 2013 2012 1 January 2012

Employee accommodation 194,751 89,543 89,796 Business premises 312,753 304,390 201,213

507,504 393,933 291,009 Short term prepayments (360,379) (347,156) (209,915)

Long-term prepayments 147,125 46,777 81,094

Short-term prepayments Employee accommodation 125,830 54,000 69,554 Business premises 234,549 293,156 140,361

360,379 347,156 209,915

15 Deferred tax liabilities Recognised deferred tax assets and liabilities Deferred tax assets and liabilities are attributable to the following:

Liabilities Assets Net liability/(asset) In thousands of naira 31-Dec 31-Dec 1-Jan 31-Dec 31-Dec 1-Jan 31-Dec 31-Dec 1-Jan 2013 2012 2012 2013 2012 2012 2013 2012 2012 Property, plant and equipment 2,148,247 2,426,547 1,718,172 - - - 2,148,247 2,426,547 1,718,172 Employee benefits (756,264) (664,482) (558,130) (756,264) (664,482) (558,130)

Tax (asset)/liabilities 2,148,247 2,426,547 1,718,172 (756,264) (664,482) (558,130) 1,391,983 1,762,065 1,160,042

Movement in temporary differences during the year

In thousands of naira Balance Recognised Recognised Balance Recognised Recognised Balance 1 January in profit other in 31 December in profit in other 31 December 2012 or loss compre 2012 or loss compre- 2013 hensive- hensive income income

Property, plant and equipment 1,718,172 708,375 - 2,426,547 (278,300) - 2,148,247 Employee benefits (558,130) (111,186) 4,834 (664,482) (119,140) 27,358 (756,264)

1,160,042 597,189 4,834 1,762,065 (397,440) 27,358 1,391,983

At 31 December 2013, there is no unrecognised deferred tax asset or liability (2012; Nil).



16 Inventories


Raw and packaging material 3,508,322 4,080,691 5,825,159 Finished goods 4,094,449 3,937,744 4,496,496 Goods in transit 5,772,706 5,216,985 7,501,133 Spare parts and tools 1,064,971 890,791 419,450

14,440,448 14,126,211 18,242,238

Inventories are stated after deducting an allowance for obsolescence amounting to: 1,863,304 114,026 79,183

The value of raw and packaging materials, changes in finished products and product in process consumed during the year and recognised in cost of sales amounted to =N=82.6 billion (2012: =N=73.8 billion). In 2013, the write-down of inventories to net realisable value amounted to =N=1.9 billion (2012: =N=367 million) and is included in cost of sales. =N=1.8 billion of the write-down was due to the impairment of Ready to Drink products that were close to expiry. However, the supplier, FrieslandCampina BV, a related party, will be compensating the company for =N=1.2 billion of the loss in line with the distribution agreement for unrecoverable inventory items. The compensation has been netted off with the corresponding loss in cost of sales resulting in a net impairment loss of =N=600 million as this reflect the substance of the transaction. Refer to note 25 (d) (ii) for amounts receivable from FrieslandCampina BV.

17 Trade and other receivables

In thousands of naira Notes 2013 2012 1 January 2012

Trade receivables 826,175 83,215 209,530 Insurance claim receivable 2,351 - 2,575,555 Loans to key management personnel 39,504 39,272 39,261 Deposit with registrars for dividends 95,372 65,932 52,093 Due from related parties 25(d)(ii) 1,381,610 242,426 232,848 Other receivables 954,612 1,211,012 784,167

Loans and receivables* 3,299,624 1,641,857 3,893,454 Export expansion grant receivable** 844,163 844,163 844,163

4,143,787 2,486,020 4,737,617

* Loans and receivables increased due to the increase in trade receivables which was due to the increase in credit limits granted by the Company to its customers. Amounts due from related parties also increased from the prior year. See note 25 for additional details. The Company’s exposure to credit and currency risks, and impairment losses related to loans and receivables are disclosed in note 22.

** Export expansion grants amounting to =N=565 million (2012: =N=504 million) have not been recognised at year-end due to uncertainty regarding the timing and amount of receipts. However, grants amounting to =N=373 million (2012: Nil) for which certificates were received were recognised in other income in the profit or loss and utilised against customs duties in the current year. (note 8).

Long term receivables disclosed in the statement of financial position comprise of non-current loans given to key distributors for the purchase of delivery vehicles. =N=58 million (2012: =N=103 million).



18 Cash and cash equivalents


Cash and bank balances 822,811 380,970 377,796 Short term deposits 15,677,921 20,553,323 8,194,222

Cash and cash equivalents in the statement of cash flows (Note 22(a)(i) 16,500,732 20,934,293 8,572,018

The Company’s exposure to interest rate risk and a sensitivity analysis for financial assets and liabilities is disclosed in note 22.

Included in short term deposits is an amount of =N=2.06 billion (2012: =N=1.73 billion) that has been designated to fund the staff gratuity liability. (Note 20 (b)).

19 Capital and reserves (a) Ordinary shares (i) Authorised ordinary shares of N0.50 each 2012: N1 each)

In number of shares 2013 2012 1 January 2012

At 1 January 1,000,000 500,000 500,000

At 31 December 1,000,000 500,000 500,000

At the Annual General Meeting held on 30 April 2013, it was agreed through a special resolution that the 500,000,000 ordinary shares of the Company be split into 1,000,000,000 ordinary shares of N0.50 each.

(ii) Issued and fully paid ordinary shares of N0.50 each (2012: N1 each)

In number of shares 2013 2012 1 January 2012

At 1 January 976,336 488,168 488,168

At 31 December 976,336 488,168 488,168

Nominal value (in thousands of naira) 488,168 488,168 488,168

The premium on the issued ordinary shares is as follows:

Share premium (in thousands of naira) 350,211 350,211 350,211

The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at meetings of the Company.

All the unissued shares are under the control of the directors in terms of a resolution of members passed at the last annual general meeting. This authority remains in force until the next annual general meeting.



(b) Dividend payable

Movement in dividend payable


At 1 January 65,932 52,093 107,928 Declared dividend 18,838,402 10,920,317 10,897,861 Payments (18,808,962) (10,906,478) (10,953,696)

At 31 December Note 21 95,372 65,932 52,093

20 Employee benefits

In thousands of naira Note 2013 2012 1 January 2012

Long service award benefits obligation 457,313 480,513 418,000 Gratuity obligations 2,063,568 1,734,426 1,442,435

2,520,881 2,214,939 1,860,435

The Company operates defined benefit schemes for gratuity and long service award benefits that accrue to employees. The benefits under these schemes are related to the employees’ length of service and remuneration. The long service award benefits obligations are based on independent actuarial valuations by HR Nigeria Limited.

(a) Movement in present value of long service award benefits obligation

In thousands of Naira Note 2013 2012

At 1 January 480,513 418,000 Charged to profit and loss 26,479 94,677 Current service costs and acturial gains (33,396) 38,254 Interest costs on obligation 59,875 56,423 Payments during the year (49,679) (32,164)

At 31 December 457,313 480,513

(b) Movement in present value of the gratuity obligations

In thousands of Naira 2013 2012

At 1 January 1,734,426 1,442,435 Charged to profit and loss 529,913 382,571 Current service costs 277,897 159,377 Interest costs on obligation 252,016 223,194 Actuarial gain 10 (b) (91,194) (16,114) Payments during the year (109,577) (74,466)

At 31 December 2,063,568 1,734,426



(c) The expense is recognised in the following line items in the statement of comprehensive income:

In thousands of Naira Note 2013 2012

Cost of sales 267,068 229,079 Administrative expenses 289,324 248,169

9 556,392 477,248

Actuarial (gains) and losses recognised in other comprehensive income for gratuity obligations

In thousands of Naira 2013 2012

Cumulative amount at 1 January (119,257) (103,143) Gain recognised during the period (91,194) (16,114)

Cumulative amount at 31 December (210,451) (119,257)

(d) Actuarial assumptions Principal actuarial assumptions at the reporting date (expressed as weighted averages) fall under two

broad categories. These assumptions depict management’s estimate of the likely future experience of the Company.

Financial Assumptions

2013 2012

Discount rate (p.a.) 14% 13% Average salary increase (p.a.) 12% 12% Average rate of inflation (p.a.) 9% 11%

Demographic assumptions Assumptions regarding future mortality are based on published statistics and mortality tables.

Mortality in Service The rates of mortality assumed for employees are the rates published in the A67/70 Ultimate Tables,

published jointly by the Institute and Faculty of Actuaries in the UK. This is due to unavailability of published reliable demographic data in Nigeria.

Sample age 2013 2012

25 7 7 30 7 7 35 9 9 40 14 14 45 26 26



Withdrawal from Service Withdrawal from service means retirement; voluntary or compulsory disengagement from service.

Age Band Rate 2013 2012

Less than or equal to 30 2.5% 2.5% 31 – 39 1.5% 1.5% 40 – 44 1.0% 1.0% 45 – 50 0.0% 0.0% 51 – 55 0.0% 0.0% 56 – 60 0.0% 0.0%

(e) Sensitivity Analysis for long service award benefits obligation Below is the sensitivity analysis of the principal actuarial assumptions adopted in determining the

employee benefit liabilities showing what the obligation value would be if key inputs changed:

Rate Long service awards benefit

Discount rate -1% 496,405 1% 422,959

Salary increase rate -1% 432,070 1% 485,552 Inflation rate -1% 445,138 1% 471,143 Mortality experience Worsens by 10% 455,681 Improved by 10% 458,955

(f) Historical information

In thousands of Naira 2013 2012 2011 2010 2009

Present value of gratuity obligation 2,063,568 1,734,426 1,442,435 1,798,856 1,620,906 Present value of long service award obligation 457,313 480,513 418,000 401,291 383,537

Total 2,520,881 2,214,939 1,860,435 2,200,147 2,004,443

21 Trade and other payables

In thousands of naira Note 2013 2012 1 January 2012

Trade payables 26,016,904 19,179,066 18,141,390 Other payables and accruals 2,202,728 2,647,449 3,316,463 Amount due to related parties 25(d)(i) 2,678,855 2,407,053 1,549,715 Dividend payable 19 (b) 95,372 65,932 52,093

30,993,859 24,299,500 23,059,661

The Company’s exposure to currency and liquidity risk related to trade and other payables is disclosed in note 22.



22 Financial risk management and financial instruments The Company has exposure to the following risks from its use of financial instruments: · Credit risk · Liquidity risk · Market risk · Operational risk.

This note presents information about the Company’s exposure to each of the above risks, the Company’s objectives, policies and processes for measuring and managing risk, and the Company’s management of capital. Further quantitative disclosures are included throughout these financial statements.

Risk management framework The Board of Directors has overall responsibility for the establishment and oversight of the Company’s

risk management framework. The Board of Directors has established the Management Team, which is responsible for developing and monitoring the Company’s risk management policies. The Leadership Team reports regularly to the Board of Directors on its activities.

The Company’s risk management policies are established to identify and analyse the risks faced by the Company, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and the Company’s activities. The Company, through its training and management standards and procedures, aims to develop a disciplined and constructive control environment in which all employees understand their roles and obligations.

The Audit Committee oversees how management monitors compliance with the Company’s risk management policies and procedures, and reviews the adequacy of the risk management framework in relation to the risks faced by the Company. The Company also has an Internal Audit department that undertakes both regular and ad hoc reviews of risk management controls and procedures, the results of which are reported on a regular basis.

(a) Credit risk Credit risk is the risk of financial loss to the Company if a customer or a counterparty to a financial

instrument fails to meet its contractual obligations and arises principally from the Company’s receivable from customers, other receivables and short-term investments.

i. Exposure to credit risk The carrying amount of financial assets represents the maximum credit exposure. The maximum

exposure to credit risk at the reporting date was as follows:

Carrying amount In thousands of naira Note 2013 2012 1 January 2012

Long term receivables 58,485 103,178 97,985 Loans and receivables 3,299,624 1,641,857 3,893,454 Cash and cash equivalents 18 16,500,732 20,934,293 8,572,018

19,858,841 22,679,328 12,563,457



Loans and receivables Management has credit policies in place and the exposure to credit risk is monitored on an ongoing

basis. Under the credit policies all customers requiring credit over a certain amount are reviewed and new customers are analysed individually for creditworthiness before the Company’s standard payment and delivery terms and conditions are offered. The Company’s credit assessment process may include specified cash deposits by new customers. Credit limits are established for qualifying customers and these limits are reviewed regularly by the credit control unit. Customers that fail to meet the Company’s benchmark creditworthiness may transact with the Company only on a prepayment basis.

The credit control unit is charged with the review of each customer’s credit limit in line with the customers’ performance in the preceding period and perceived risk factor assigned to the customer.

In monitoring customer credit risk, customers are grouped according to their credit characteristics, including whether they are an individual or legal entity, whether they are a key distributor or retail distributor, geographic location, and existence of previous financial difficulties. Trade and other receivables relate mainly to the Company’s wholesale and retail customers. For most customers, sales are made on a prepayment basis.

Amount due from related parties at year end represents balance outstanding on sales made to related parties. Other receivables represent unclaimed dividends with the registrars, staff advances and receivables.

The Company establishes an allowance for impairment that represents its estimate of incurred losses in respect of trade and other receivables. The main components of this allowance are a specific loss component that relates to individually significant exposures, customers with outstanding amounts but have not placed orders or traded for a prolonged period of time (usually one year) and a collective loss component established for groups of similar assets in respect of losses that have been incurred but not yet identified. The collective loss allowance is determined based on historical data of payment statistics.

The maximum exposure to credit risk for Loans and receivables at the reporting date was:

Gross amount In thousands of naira Note 2013 2012 1 January 2012

Trade receivables 826,175 83,215 209,530 Due from related parties 1,381,610 242,426 232,848 Insurance claim receivables 2,351 - 2,575,555 Advances to key management personnel 39,504 39,272 39,261 Deposit with registrars for dividend 95,372 65,932 52,093 Other receivables 954,612 1,211,012 784,167 Long term receivables 58,485 103,178 97,985

3,358,109 1,745,035 3,991,439



ii. Impairment losses The ageing of loans and receivables at the reporting date was:

Carrying amount


Less than 0-30 days (Not due) 3,358,109 1,745,035 3,991,666

3,358,109 1,745,035 3,991,666

The Company has not made an allowance for impairment in respect of loans and receivables as the Company has not identified doubtful debts at 31 December 2013 (2012: Nnil; 1 January 2012: Nnil). Based on historic default rates and extensive analysis of underlying customer credit ratings, the Company believes that no impairment allowance is necessary in respect of trade receivables that have not been provided for. In addition, no loans and receivables were written-off during the year as uncollectable.

Refer to note 17 for details on in the increase in loans and receivables from the prior year.

Cash and cash equivalents The Company’s cash and cash equivalents represents its maximum credit exposure on these assets.

The cash and cash equivalents are held with bank and financial institution counterparties, which are reputable and have a sound financial position.

(b) Liquidity risk Liquidity risk is the risk that the Company will encounter difficulty in meeting the obligations associated

with its financial liabilities that are settled by delivering cash or another financial asset. The Company’s approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Company’s reputation.

The Company sales to most of its customers on a prepayment basis, which assists it in managing cash flow requirements and optimising its cash return on investments. The Company aims to maintain the level of cash and cash equivalents at an amount in excess of expected cash outflows on financial liabilities (other than trade payables) over the succeeding 30 days. The Company also monitors the level of expected cash inflows on cash customers and trade and other receivables together with expected cash outflows on trade and other payables. This excludes the potential impact of extreme circumstances that cannot reasonably be predicted, such as natural disasters. Where required, the company may utilise related party funding facilities to manage liquidity risk.

The Company also has bank overdraft and import finance facilities with its bankers and at year-end, the facilities amounted to =N=5.5 billion and USD84 million respectively. No facilities had been used by the Company at year-end.

Liquidity analysis The following are the contractual maturities of financial liabilities including, where relevant, estimated

interest payments and excluding the impact of netting agreements.

31 December 2013

In thousands of naira Carrying Contractual 6 months 6-12 months 1-2 years 2-5years amount cash flows or less

Non-derivative financial liabilities Trade and other payables (30,993,859) (30,993,859) (30,993,859) - - -

31 December 2012 Non-derivative financial liabilities Trade and other payables (24,299,500) (24,299,500) (24,299,500) - - -

It is not expected that the cash flows included in the maturity analysis could occur significantly earlier, or at significantly different amounts.



(c) Market risk Market risk is the risk that changes in market prices, such as foreign exchange rates and interest rates

will affect the Company’s income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimising the return.

i. Currency risk The Company is exposed to currency risk on purchases and payables that are denominated in a

currency other than the functional currency of the Company, primarily the Naira. The currencies in which these transactions primarily are denominated are Euro and United States Dollar (USD). The currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to the changes in foreign exchange rates.

The Company’s policy is to ensure that its net exposure in respect of monetary assets and liabilities denominated in foreign currencies are kept to an acceptable level by buying or selling foreign currencies at spot rates when necessary to address short term imbalances.

Exposure to currency risk The summary quantitative data about the Company’s exposure to currency risk as reported to the

Management of the Company based on its risk management policy was as follows:

31-Dec-13 31-Dec-2012 1-Jan-2012 Amounts in thousands Euro USD Euro USD Euro USD

Cash and cash equivalents 1,504 103 7 775 296 16,805 Trade and other payables 2,755 134,698 4,353 104,711 4,110 94,680

Net exposure 4,259 134,801 4,360 105,486 4,406 111,485

The following significant exchange rates applied during the year;

Average rate Year end spot rate 1-Jan 1-Jan 2013 2012 2012 2013 2012 2012

Euro 211.58 208.05 206.70 219.81 206.06 210.04 United states dollar (USD) 159.35 159.20 157.10 159.94 156.15 162.24

ii. Sensitivity analysis A 5 percent strengthening of the Naira, as indicated below, against the Euro and the USD would

have affected the measurement of financial instruments denominated in foreign currency and increased equity and profit or loss by the amounts shown below. This analysis is based on foreign currency exchange rate variances that the Company considered to be reasonably possible at the end of the reporting period. The analysis assumes that all other variables, in particular interest and inflation rates, remain constant and ignores any impact of forecast sales and purchases. The analysis is performed on the same basis for 2012 as indicated below:

Effect in thousands of Naira 31 December 2013 31 December2012 Equity Profit Equity Profit

or (loss) or (loss)

Euro - 32,766 - 31,445 USD - 754,603 - 576,507

A 5 percent weakening of the Naira against the above currencies at the reporting date would have had the equal but opposite effect to the amounts shown above.



(d) Interest rate risk In managing interest rate risk, the Company aims to reduce the impact of short-term fluctuations in

earnings. Dividend pay-out practices seek a balance between giving good returns to shareholders on one hand and maintaining a solid debt to equity ratio on the other hand.

At the reporting date the interest rate profile of the Company’s interest-bearing financial instruments was:

Fixed rate instruments The company has no fixed rate instruments.

Variable rate instruments In thousands of Naira 2013 2012

Short term deposits - financial assets 15,677,921 20,553,323

Cash flow sensitivity analysis for variable rate instruments A change of 100 basis points in interest rates at the reporting date would have increased (decreased)

profit or loss by the amounts shown below. This analysis assumes that all other variables, in particular foreign currency rates, remain constant. The analysis is performed on the same basis for 2012. The change would not affect equity.

2013 2012 Profit or loss Profit or loss 100 BP 100 BP 100 BP 100 BP increase decrease increase decrease

31 December 2013 Variable rate instruments 109,745 (109,745) 143,873 (143,873)

Cash flow sensitivity (net) 109,745 (109,745) 143,873 (143,873)

(e) Fair values Fair values versus carrying amount The fair values of financial assets and liabilities, together with the carrying amounts shown in the

statement of financial position, are as follows:

In thousands of Naira 31 December 2013 31 December 2012 1 January 2012 Carrying Fair Carrying Fair value Carrying Fair amount value amount value amount value

Assets carried at amortised cost Long term receivables 58,485 52,219 103,178 92,123 97,985 87,487 Loans and receivables 3,299,624 3,299,624 1,641,857 1,641,857 3,893,454 3,893,454 Cash and cash equivalents 16,500,732 16,500,732 20,934,293 20,934,293 8,572,018 8,572,018

19,858,841 19,852,575 22,679,328 22,668,273 12,563,457 12,552,959

Liabilities carried at amortised cost Trade and other payables (30,993,859) (30,993,859) (24,299,500) (24,299,500) (23,059,661) (23,059,661)

(30,993,859) (30,993,859) (24,299,500) (24,299,500) (23,059,661) (23,059,661)

The basis for determining fair values is disclosed in Note 4

For financial instruments that are short-term, management believes that their fair values are not expected to be materially different from their carrying values.



(f) Operational risk Operational risk is the risk of direct or indirect loss arising from a wide variety of causes associated with

the Company’s processes, personnel, technology and infrastructure, and from external factors other than credit, market and liquidity risks such as those arising from legal and regulatory requirements and generally accepted standards of corporate behaviour. Operational risks arise from all of the Company’s operations.

The Company’s objective is to manage operational risk so as to balance the avoidance of financial losses and damage to the Company’s reputation with overall cost effectiveness and to avoid control procedures that restrict initiative and creativity.

The primary responsibility for the development and implementation of controls to address operational risks is assigned to senior management within each business unit. This responsibility is supported by the development of overall Company standards for the management of operational risk in the following areas:

• requirementsfortheappropriatesegregationofduties,includingtheindependentauthorisationof transactions

• requirementsforthereconciliationsandmonitoringoftransactions • compliancewithregulatoryandotherlegalrequirements • documentationofcontrolsandprocedures • requirementsfortheperiodicassessmentofoperationalrisksfaced,andtheadequacyofcontrols

and procedures to address the risks identified • requirementsforthereportingofoperationallossesandproposedremediationaction • developmentofcontingencyplans • trainingandprofessionaldevelopment • ethicalandbusinessstandards • riskmitigation,includinginsurancewhenitiseffective

Compliance with the Company’s standards is supported by a programme of periodic reviews undertaken by Internal Audit. The results of Internal Audit reviews are discussed with the management of the business unit to which they relate, with summaries submitted to the Audit Committee and senior management of the Company.

(g) Capital management The Board’s policy is to maintain a strong capital base so as to maintain investor, creditor and market

confidence and to sustain future development of the business. The Board of Directors monitors the return on capital, which the Company defines as result from operating activities divided by total shareholders’ equity. The Board of Directors also monitors the level of dividends to ordinary shareholders.

The Board seeks to maintain a balance between the higher returns that might be possible with higher levels of borrowings and the advantages and security afforded by a sound capital position.

The Company’s debt to capital ratio at the end of the reporting period was as follows:


Total liabilities 40,959,923 34,336,767 Cash and cash equivalents (16,500,732) (20,934,293)

Net debt 24,459,191 13,402,474

Total equity 8,643,282 14,348,327

Debt to capital ratio at December 31 2.83 0.93

There were no changes in the Company’s approach to capital management during the year. The Company is not subject to externally imposed capital requirements.



23 Operating leases The company has operating leases for business premises and accommodation for certain employees. The

leases typically run for a period of one to two years and are renewable at the end of the contract. The full lease rental is paid in advance at the commencement of lease. Refer to note 8 for amounts expensed in respect of the these leases and note 14 for prepayments at year-end.

24 Contingencies i Guarantees There are contingent liabilities for guarantees to a bank in respect of:


a) Staff car loans 77,013 64,644 b) Staff housing loans 229,891 234,676

The company’s exposure to contingent liabilities arising from staff car and housing loans is limited as these loans are secured by employee retirement benefits.

ii Pending Litigations There is a lawsuit pending against the Company in a court of law and a claim against the Company

which are being handled by external legal counsel. At year-end, the contingent liability in respect of these amounted to=N=202 million (2012: =N=202 million). In the opinion of the Directors and based on independent legal advice, no material losses are expected to arise from these claims. Hence, no provision has been made in these financial statements.

25 Related parties Parent and ultimate controlling party (a) The parent and ultimate controlling party of the Company is Friesland International Beheer B.V,

incorporated in Netherlands, with a 54.58 % shareholding.

(b) Transactions with key management personnel Loan to key management personnel Loans to key management personnel issued during the year ended 31 December 2013 amounted to

=N=6.59 million (2012: =N=3 million). Repayment periods vary and some of the loans are interest free. At 31 December 2013, the balance outstanding was =N=39.50 million (2012: =N=39.27 million; 1 January 2012: =N=39.26 million ) and is included in trade and other receivables, (See note 17).

(c) Key management personnel compensation In addition to their salaries, the Company also provides non-cash benefits to key management personnel,

and contributes to a post-employment defined contribution plan on their behalf. In accordance with the terms of the plan, key management personnel are entitled to access the fund when they retire.

Key management personnel also participate in the Company’s long service award and gratuity programme. This programme awards a certain sum of cash benefit which accrues to the recipient on graduated periods of uninterrupted service.

Key management personnel compensation comprised:


Short-term employee benefits 245,375 251,135

Contribution to compulsory pension fund scheme 5,315 5,307

Long-term employee benefits 17,125 12,067

267,815 268,509

The directors of the company have also been identified as related parties and their remuneration has been disclosed in note 9 (c). At year-end, the directors held 0.84 percent (2012: 0.84 percent of the company’s issued share capital.



(d) Other related party transactions

(i) Payables, purchases and royalty expense

In thousands of naira Nature of Transaction value Balance outstanding at transaction for the year year-end (Note 21) 2013 2012 2013 2012 1 Jan. 2012 Related Party Friesland Brands B.V., Royalty expense Netherlands (Note (e)(i),8 ) 3,186,432 2,958,764 1,782,709 1,508,516 768,972

FrieslandCampina B.V., Purchases Netherlands (Note (e)(ii)) 11,354,824 9,286,350 858,351 882,253 780,743

FrieslandCampina Technical support Support Centre Asia (Note (e)(iv)) 123,532 110,313 37,795 16,284 - and Pacific, Malaysia

14,664,788 12,355,427 2,678,855 2,407,053 1,549,715

(ii) Receivables and sales

In thousands of naira Nature of Transaction value Balance outstanding as at transaction for the year year-end (Note 17) 2013 2012 2013 2012 1 Jan. 2012 Related Party Friesland Export Sales West Africa, (Note (e) (iii), 6) Netherlands 1,439,147 1,540,942 200,772 242,426 66,957

FrieslandCampina B.V., Compensation Netherlands for inventory losses (Note (e) (ii), 16) 1,180,838 - 1,180,838 - 165,891

2,619,985 1,540,942 1,381,610 242,426 232,848

All outstanding balances with these related parties are to be settled in cash within six months of the reporting date.

(e) Transactions with related parties (i) The Company has a Know-How and Trade mark agreement; and Research and Development Technical

Know-How agreement with Friesland Brands B.V., in the Netherlands, for which it pays royalties. Technical Know-How agreement royalty fees are computed as a percentage of profit before tax while royalty fees on trade mark and research and development agreement are computed as a percentage of net sales of the related products. An amount of =N=3.19 billion (2012: =N=2.96 billion) has been charged to the profit or loss account in respect of these fees (Note 8).

The agreements are made with the approval of the National Office for Technology Acquisition and Promotion (NOTAP) and payments are made to Friesland Brands B.V.



(ii) The Company also entered into transactions with FrieslandCampina B.V., Netherlands, for the purchase of finished products, raw materials and spare-parts. FrieslandCampina BV maintains a current account with the Company in respect of these transactions.

The receivable in current year relates to compensation for the impairment losses on inventory. Refer to note 16 for additional details.

(iii) The Company exports milk products to Ghana through Friesland Export West Africa, Netherlands.

(iv) The Company received SAP accounting software technical support from FrieslandCampina Support Centre Asia and Pacific, Malaysia, in the current year.

26 Subsequent events Subsequent to the reporting date, the Board of Directors recommended a dividend of N5.68 per share subject

to the deduction of appropriate withholding tax at the time of payment. This dividend is subject to approval by shareholders at the Annual General Meeting and has not been included as a liability in these financial statements. There are no other significant subsequent events which could have had a material effect on the state of affairs of the Company as at 31 December 2013 that have not adequately been provided for or disclosed in the financial statements.

27 Explanation of transition to IFRSs As stated in note 2(a), these are the Company’s first financial statements prepared in accordance with IFRSs

The accounting policies set out in note 3 have been applied in preparing the financial statements for the year ended 31 December 2013, the comparative information presented in these financial statements for the year ended 31 December 2012 and in the preparation of an opening IFRS statement of financial position at 1 January 2012 (the Company’s date of transition).

In preparing its opening IFRS statement of financial position, the Company has adjusted amounts reported previously in financial statements prepared in accordance with Nigerian Statements of Accounting Standards (Nigerian GAAP). An explanation of how the transition from the Nigerian Statements of Accounting Standards to IFRSs has affected the Company’s financial position, financial performance and cash flows is set out in the following tables and the notes that accompany the tables.



Reconciliation of Nigerian GAAP statements to IFRSs

(i) Reconciliation of statement of financial position

In thousands of naira Note 1 January 2012 31 December 2012 Nigerian Effect of Effect of GAAP Transition Nigerian Transition to IFRSs IFRSs GAAP to IFRSs IFRSs

Assets Property, plant and equipment a 8,929,593 286,461 9,216,054 10,301,017 207,300 10,508,317 Intangible assets 101,726 - 101,726 133,142 133,142 Long term prepayments b - 81,094 81,094 - 46,777 46,777 Long term receivables b 179,079 (81,094) 97,985 149,955 (46,777) 103,178

Total non-current assets 9,210,398 286,461 9,496,859 10,584,114 207,300 10,791,414

Inventories a 18,528,699 (286,461) 18,242,238 14,333,511 (207,300) 14,126,211 Debtors and prepayments c 4,714,684 (4,714,684) - 2,590,750 (2,590,750) - Amounts due from related companies c 232,848 (232,848) - 242,426 (242,426) - Trade and other receivables c - 4,737,617 4,737,617 - 2,486,020 2,486,020 Prepayments c - 209,915 209,915 - 347,156 347,156 Short term deposits d 8,194,222 (8,194,222) - 20,553,323 (20,553,323) - Bank and cash balances d 377,796 (377,796) - 380,970 (380,970) - Cash and cash equivalents d - 8,572,018 8,572,018 - 20,934,293 20,934,293

Total current assets 32,048,249 (286,461) 31,761,788 38,100,980 (207,300) 37,893,680

Total assets 41,258,647 - 41,258,647 48,685,094 - 48,685,094



(i) Reconciliation of statement of financial position (continued)

In thousands of naira Note 1 January 2012 31 December 2012 Nigerian Effect of Effect of GAAP Transition Nigerian Transition to IFRSs IFRSs GAAP to IFRSs IFRSs

EquityShare capital 488,168 - 488,168 488,168 - 488,168Share premium 350,211 - 350,211 350,211 - 350,211Revaluation reserve e 147,615 (147,615) - 147,615 (147,615) -Retained earnings e 10,554,668 147,615 10,702,283 13,362,333 147,615 13,509,948

Total equity 11,540,662 - 11,540,662 14,348,327 - 14,348,327

LiabilitiesEmployee benefits 1,860,435 - 1,860,435 2,214,939 - 2,214,939Deferred tax liabilities 1,160,042 - 1,160,042 1,762,065 - 1,762,065

Total non- current liabilities 3,020,477 - 3,020,477 3,977,004 - 3,977,004

Current tax liabililties 3,637,847 - 3,637,847 6,060,263 - 6,060,263 Amount due to related companies f 1,549,715 (1,549,715) - 2,407,053 (2,407,053) -Trade creditors f 18,141,390 (18,141,390) - 19,179,066 (19,179,066) -Other creditors and accurals f 3,316,463 (3,316,463) - 2,647,449 (2,647,449) -Trade and other payables f - 23,059,661 23,059,661 - 24,299,500 24,299,500Dividends payable f 52,093 (52,093) - 65,932 (65,932) -

Total current liabilities 26,697,508 - 26,697,508 30,359,763 - 30,359,763

Total liabilities 29,717,985 - 29,717,985 34,336,767 - 34,336,767

Total equity and liabilities 41,258,647 - 41,258,647 48,685,094 - 48,685,094



(ii) Reconciliation of statement of comprehensive income for the year ended 31 December 2012

In thousands of naira Note Nigerian Effect of GAAP Transition to IFRSs IFRSs

Continuing operations Revenue 111,120,828 - 111,120,828 Cost of sales (82,741,503) - (82,741,503)

Gross Profit 28,379,325 - 28,379,325 Sales, marketing and distribution expenses (5,910,039) - (5,910,039) Administrative expenses i (2,993,838) 43,751 (2,950,087)

Results from operating activities 19,475,448 43,751 19,519,199

Finance income 915,824 - 915,824 Finance costs h (1,004) (59,865) (60,869)

Net finance income 914,820 (59,865) 854,955

Profit before income tax 20,390,268 (16,114) 20,374,154 Income tax expense j (6,662,286) 4,834 (6,657,452)

Profit for the year 13,727,982 (11,280) 13,716,702

Statement of other Comprehensive income Defined benefit plan actuarial gains g - 16,114 16,114 Income tax on other comprehensive income g,j - (4,834) (4,834)

Other comprehensive income for the year, net of income tax - 11,280 11,280

Total comprehensive income for the year 13,727,982 - 13,727,982

Profit for the year attributable to: Owners of the company 13,727,982 (11,280) 13,716,702

Total comprehensive income for the year is attributable to: Owners of the company 13,727,982 - 13,727,982

Earnings per share Basic and diluted earnings per share (naira) 14.05 14.05 Declared dividends per share (naira) 11.18 11.18



(iii) Reconciliation of statement of cash flows for the year ended 31 December 2012 (note l)

In thousands of naira Note Nigerian Effect of GAAP Transition to IFRSs IFRSs

Cash flows from operating activities Profit for the year g 13,727,982 (11,280) 13,716,702 Adjustments for: Tax expense - 6,657,452 6,657,452 Depreciation 775,074.00 - 775,074 Amortisation of intangible assets 23,495 - 23,495 Change in employees’ gratuity and long service award obligations 354,504 122,744 477,248 Interest income on short term deposits (914,820) (1,004) (915,824) Interest expense on overdraft - 1,004 1,004

Loss on sale of property, plant and equipment 12,424 112,228 124,652

13,978,659 6,881,144 20,859,803 Change in long term receivables b 29,124 (34,317) (5,193) Change in inventories a 4,195,188 (79,161) 4,116,027 Decrease in amounts due from related companies c (9,578) 9,578 - Change in debtors and prepayments c 2,123,934 (2,123,934) - Change in trade and other receivables c - 2,251,597 2,251,597 Change in prepayments c - (137,241) (137,241) Change in trade creditors f 1,037,676 (1,037,676) - Change in creditors and accruals f (669,014) 669,014 - Change in amount due to associated companies f 857,338 (857,338) - Change in tax payable 2,422,416 (2,422,416) - Change in deferred taxation 602,023 (602,023) - Change in long term prepayment b - 34,317 34,317 Change in trade and other payables f - 3,197,815 3,197,815

24,567,766 5,749,359 30,317,125

Value Added Tax paid - (1,971,815) (1,971,815) Income Tax paid - (3,637,847) (3,637,847) Gratuity and long service award benefits paid - (106,630) (106,630)

- (5,716,292) (5,716,292) Net cash flow from operating activities 24,567,766 33,067 24,600,833 Cash flow from investing activities Purchase of intangible assets (54,911) - (54,911) Finance income 915,824 - 915,824 Proceeds from sale of property, plant and equipment 8,066 - 8,066 Acqusition of property, plant and equipment (2,166,988) (33,067) (2,200,055)

Net cash used in investing activities (1,298,009) (33,067) (1,331,076)

Cash flow from financing activities Finance cost h (1,004) - (1,004) Dividend (10,906,478) - (10,906,478)

Net cash used in financing activities (10,907,482) - (10,907,482)

Net decrease in cash and cash equivalents 12,362,275 - 12,361,271 Cash and cash equivalent at January 1 8,572,018 - 8,572,018

Cash and cash equivalent at December 31 20,934,293 - 20,934,293



(iv) Notes to the reconciliations

Index to the notes to the reconciliations

Page

(a) Treatment of strategic engineering spares 80

(b) Reclassification of long-term prepayments and receivables 80

(c) Trade and other receivables 81

(d) Cash and cash equivalents 81

(e) Deemed cost exemption 82

(f) Trade and other payables 82

(g) Actuarial gains and losses 83

(h) Finance costs 83

(i) Administrative expenses 83

(j) Income tax 84

(k) Retained earnings 84

(l) Statement of cash flows 84



(a) Treatment of strategic engineering spares Under the previous Nigerian GAAP, the Company’s strategic engineering spares were classified as inventories

and stated at the lower of cost and net realisable value. Under IFRS, strategic spares and servicing equipment that the company expects to use for more than one year are included in property, plant and equipment as they can be used only in connection with an item of property, plant and equipment. On transition to IFRS, engineering spares were reclassified from inventories to property, plant and equipment. There is no profit impact as spares were not impaired under inventory as their recoverable amount was higher than the cost. The strategic spares were not depreciated under IFRS as the effect of depreciation, N10.4 million, is not material to the financial statements.

The impact arising from the changes are summarize below

Statement of Financial Position:

In thousands of naira 1 January 2012 31 December 2012

Increase in property, plant and equipment 286,461 207,300 Decrease in inventories (286,461) (207,300)

- -

Statement of Comprehensive Income: Increase in depreciation expense - Decrease in inventory obsolescence expense -

Change in cost of sales -

(b) Reclassification of long-term prepayments and receivables The Company had previously presented long-term prepayments as part of long term receivables in line

with the presentation format under the Nigerian GAAP. In accordance with IFRSs, long-term prepayments and their corresponding comparative figures have been presented seperately in the statement of financial position in line with the current year presentation format. The impact arising from the change is summarised as follows:


Increase in long-term prepayments 81,094 46,777 Decrease in long-term receivables (81,094) (46,777)

- -



(c) Trade and other receivables Under the previous Nigerian GAAP, debtors and prepayments were presented in aggregate whilst amounts

due from related companies were separately disclosed in the statement of financial position. Under IFRSs, prepayments are disclosed seperately in the statement of financial position as they are not financial assets whilst intercompany receivables are presented together with trade and other receivables as they are financial assets. The impact arising from the change is summarised as follows:


Decrease in debtors and prepayments (4,714,684) (2,590,750) Increase in prepayments 209,915 347,156 Decrease in amounts due from related companies (232,848) (242,426) Increase in trade and other receivables 4,737,617 2,486,020

- -

(d) Cash and cash equivalents Under the previous Nigerian GAAP, cash and bank balances and short term deposits were separately disclosed

in the statement of financial position. Under IFRS, the short term deposits are presented together with cash and bank balances as they are financial assets under cash and cash equivalents. The impact arising from the change is summarised as follows:


Decrease in short term deposits (8,194,222) (20,553,323) Decrease in cash and bank balances (377,796) (380,970) Increase in cash and cash equivalents 8,572,018 20,934,293

- -



(e) Deemed cost exemption At 31 December 2007, the Company revalued its land under previous Nigerian GAAP. On transition to IFRSs

the Company elected to apply the optional exemption to use that previous revaluation as deemed cost under IFRSs. The revaluation reserve of N147,615,000 at 1 January 2012 and 31 December 2012 was reclassified to retained earnings. The impact arising from the change is summarised as follows:


Decrease revaluation reserve (147,615) (147,615) Related taxation effect - -

Increase in retained earnings (147,615) (147,615)

(f) Trade and other payables Under the previous Nigerian GAAP, dividends payable, other creditors and accrued expenses, amounts due

to related companies and trade creditors were separately disclosed in the statement of financial position. Under IFRSs, these payables are similar financial liabilities and are classified as trade and other payables in the statement of financial position. The impact arising from the change is summarised as follows:

In thousands of naira 1 January 2012 31 December 2012 Decrease in trade creditors (18,141,390) (19,179,066) Decrease in other creditors and accrued expenses (3,316,463) (2,647,449) Decrease in amounts due to related companies (1,549,715) (2,407,053) Decrease in dividends payable (52,093) (65,932) Increase in trade and other payables 23,059,661 24,299,500

- -



(g) Actuarial gains and losses Under IFRSs, the company’s accounting policy is to recognise actuarial gains and losses from post employment

benefit obligations in other comprehensive income. Under previous Nigerian GAAP the company recognised all actuarial gains and losses in the profit or loss. The impact arising from the change is summarised as follows:

In thousands of naira 31 December 2012 Reclassification of actuarial gain

Increase in administrative expenses (16,114) Related income tax effect 4,834

Decrease in profit for the year (11,280) Increase in other comprehensive income 11,280

-

(h) Finance costs Under the previous Nigerian GAAP, foreign currency exchange differences were classified as part of cost of

sales in the statement of comprehensive income. Under IFRSs, they are classified as part of finance costs or income before arriving at the profit for the year. The impact arising from the change is summarised as follows:

In thousands of naira 31 December 2012 Increase in finance costs (59,865) Decrease in administrative expenses (note (i)) 59,865

-

(i) Administrative expenses The impact of actuarial gains (note g) and finance costs (note h) above on administrative expenses is

summarised below:

In thousands of naira 31 December 2012 Decrease in administrative expenses (note (h)) 59,865 Increase in administrative expenses (note (g)) (16,114)

Net decrease in administrative expenses 43,751



(j) Income tax The above changes affected the income tax expense as follows:

In thousands of naira 31 December 2012

Profit or loss Decrease in income tax expense due to actuarial gain reclassified to other comprehensive income (note (g)) (4,834)

Increase in tax expense due to actuarial gain reclassified from profit or loss (note (g)) 4,834

Change in retained earnings -

(k) Retained earnings Except for revaluation reserve which has been reclassified to retained earnings in accordance with note (e),

no other IFRSs first-time adoption adjustments resulted in changes to retained earnings, refer to note (a) to (j) for additional information.

(l) Statement of cash flows Several adjustments were made to the statement of cash flows presented under Nigerian GAAP to align it

with the IFRSs statement of cash flows format.



Other information


In thousands of naira 2013 % 2012 % =N=’000 =N =’000

Revenue 120,256,164 111,120,828

Brought in materials and services- Local (23,279,635) (8,661,911)- Imported (70,743,300) (75,833,411)

Finance income 1,259,604 915,824Other income 373,490 -

Value Added 26,233,229 100 26,625,506 100

Distribution of Value Added:To Government as:- Goverment as taxes 6,270,391 24 6,662,286 25

To Employees:- Employees as wages and salaries and end of service benefits 5,902,498 23 5,375,800 20

To Providers of Finance:- Finance costs 371 - 60,869 - - Interim dividends 7,590,313 29 2,479,893 9

Retained in the business:- Depreciation of tangible assets 895,285 3 775,074 3- Amortisation of intangible assets 31,327 - 23,495 1- Proposed dividends 5,545,588 21 11,248,089 42- To augment reserves (2,544) - - -

26,233,229 100 26,625,506 100

Value added statementfor the year ended 31 December 2013


Statement of financial positionAs at

In thousands of naira 31 Dec 2013 31 Dec 2012 1 Jan 2012

AssetsNon-current assets 14,157,859 10,791,414 9,496,859Current assets 35,445,346 37,893,680 31,761,788

Total assets 49,603,205 48,685,094 41,258,647

LiabilitiesNon-current liabilities 3,912,864 3,977,004 3,020,477 Current liabilities 37,047,059 30,359,763 26,697,508

Total liabilities 40,959,923 34,336,767 29,717,985

EquityShare capital 488,168 488,168 488,168Share premium 350,211 350,211 350,211Accumulated loss 7,804,903 13,509,948 10,702,283

Equity attributable to owners of the Company 8,643,282 14,348,327 11,540,662

Equity and liabilities 49,603,205 48,685,094 41,258,647

Statement of comprehensive incomefor the year ended 31 December


Revenue 120,256,164 111,120,828 Profit before taxation 19,312,554 20,374,154Taxation (6,243,033) (6,657,452) Profit after taxation 13,069,521 13,716,702Other comprehensive income 63,836 11,280 Total comprehensive income 13,133,357 13,727,982 Basic and diluted earnings per share (naira) 13.39 14.05

The financial information presented above reflects historical summaries based on IFRS. Information related to certain prior periods has not been presented as it is based on a different financial reporting framework (previous Nigerian GAAP) and is thus not directly comparable to the above financial information.

Financial summary

At FrieslandCampina WAMCO we know the importance of proper nutrition, therefore we have specialized ways of bringing affordable quality nutrition to Nigerians.

We make this possible through our range of low unit portion packs: Peak Powder 20g, Peak Choco 22g, and the Peak Evap in 30g sachet.

With these products, our company ensures that quality and affordable Peak milk is made available to meet the nutritional needs of consumers with low income.

Further, through Project new ways, a “route to rural” model designed to reach rural dwellers in Nigeria, we ensure that communities can easily access these low unit portion packs.

Indeed, as the leading dairy nutrition company in Nigeria, it is our expectation that these business designs will help to reduce significantly, incidences of malnutrition, given that milk is one of nature’s nutrient dense food.

Proxy form

41st Annual General Meeting to be held at the Shell Hall, MUSON Centre, 8/9 Marina, Onikan, Lagos on Tuesday, 20 May 2014 at 11.00a.m.

I /We*……………………………………………………………...........................................

............................................................................................................................

being a member/members of FrieslandCampina WAMCO Nigeria Plc

hereby appoint** ………………………………………………………............................

............................................................................................................................

of …………………………………………………………………….........................................or failing him the Chairman of the Meeting as my/our Proxy to act and vote for me/us and act on my/our behalf at the Annual General Meeting of the Company to be held on 20 May, 2014 and at any adjournment thereof.

Dated this…………day of………………..2014.

Signature……………………………………………….*Delete as necessary

No. of Shares

Resolutions For Against Withheld

To declare a final Dividend To re-elect as Director, Mallam Ahmed Dasuki To re-elect as Director, Ms. Evelyn Oputu To re-elect as Director, Mr. Louis Mbanefo To re-elect as Director, Mr. Gregory Sklikas To authorise the Directors to fix the remuneration of the Auditors To elect members of the Audit Committee To approve the remuneration of the Directors

Admission slip

41st Annual General Meeting to be held at the Shell Hall, MUSON Centre, 8/9 Marina, Onikan, Lagos on Tuesday, 20 May 2014 at 11.00a.m.

Name of shareholder_________________________________ Number of shares held __________________________________

Name of person attending ______________________________________ Signature ____________________________________

IMPORTANT

This admission slip must be produced by the shareholder or his Proxy who need not be a member of the company, to gain entrance to the Annual General Meeting.

Shareholders or their Proxies are requested to sign the admission slip before attending the meeting.

Please indicate with an ‘x’ in the appropriate box how you wish your votes to be cast on the resolutions set out above. Unless otherwise instructed, the proxy will vote or abstain from voting at his/her discretion.

NOTE:i. This Proxy Form should be completed, duly signed and stamped by the Commissioner of Stamp Duties and should be

deposited with the Registrars, First Registrars Nigeria Limited, Plot 2, Abebe Village Road, Iganmu, Lagos not later than 48hours before the time for holding the meeting.

ii. This Proxy Form should NOT be completed and sent to the Registrars if the member will be attending the meeting.iii. In the case of joint Shareholders, any of such may complete the form, but the names of all joint Shareholders must be

stated.iv. If executed by a corporation, this form must be sealed with its common sealv. **Provision has been made on this form for the Chairman of the Meeting to act as your proxy, but if you wish, you

may insert in the blank space the name of any person, whether a member of the Company or not, who will attend the Meeting and vote on your behalf instead of the Chairman.


It is three years now since the strategic decision was made to invest in a dedicated Medical Detailing team in order to accelerate the development of FrieslandCampina Nigeria’s position in the segment of Infant Food and Toddler Nutrition.

This decision was in line with the global strategy summarized in Route 2020.

The goal of the team is to partner with Healthcare Practitioners (HCPs), influencers and decision makers as our primary customers through our Unique Selling Propositions. This then translates to our secondary customers (consumers/shoppers). The core of the Medical Detailing team assignment is being trusted nutrition advisors, sharing scientific and factual brand communication and product information to HCPs through diverse scientific forums. This is achieved within medical community through one-on-one visits, group detailing and continuous medical education (CME) programs. Hospital and pharmacy channels are also constantly developed and managed through trade visits, availability/visibility drive, food demonstrations etc. The Medical Detailing team has also succeeded in strengthening the market position of other FrieslandCampina brands in health care facilities (HCFs) as their presence ushers in everything FrieslandCampina represent in Nigeria.

To foster relationships with key professional associations, we co-sponsor and participate in events organized by these bodies including: the 44th Annual General Meeting/Scientific Conference of Paediatric Association of Nigeria (PAN) in Enugu; Co-sponsorship and participation at the Nutrition Society Nigeria (NSN) 43rd Annual General Meeting/Scientific Conference in Calabar. Both events had in attendance, more than 2000 Healthcare Practitioners from across the country. The objective is to strengthen our presence in the IFT market and position FCWAMCO as partners in improving indicators of child health index in Nigeria.

A key event in 2013 was the successful annual HCP seminar held in 5 regions of the country. Each city welcomed Healthcare Practitioners of repute and they were engaged in a whole day scientific conference. The theme of the event was “Optimizing Baby’s Development through Nutrition Before, During and After Pregnancy”. The forum provided an opportunity for HCPs to cross-breed ideas and share recent innovations and researches.

As trusted expert and leader in Infant Food and Toddler Nutrition, FrieslandCampina WAMCO will continue to promote, engage in ethical Medical Detailing.

Strengthening FCWAMCO’S position in infant and toddler nutrition

FCWAMCO support at stakeholder’s event.

Frisomum Gold sampling at stakeholder’s event.

Lunch of Frisomum Gold in Lagos.


Frisomum Gold is Nigeria’s first and only maternal milk for pregnant and breastfeeding mums. It is specially formulated for use before, during and after pregnancy so Mmums can ‘Make a Strong Start to the Incredible Journey.’ With over 25 essential nutrients, Frisomum strengthens the immunity and supplements the developmental needs of the baby during pregnancy.

Frisomum was launched in June 2013 beginning with an internal launch to staff. The Frisomum journey continued with its introduction to select Healthcare Practitioners.

Nutrition seminars were organized in 5 key cities of the country; Lagos, Ibadan, Enugu, Port-Harcourt and Abuja. The theme for the Nutrition Seminar “Optimizing Baby’s Development through Nutrition Before, During and After Pregnancy” was in alignment with a key millennium goal aimed at improving maternal health and reducing infant mortality. In attendance were key Healthcare Practitioners, Government Agencies and Industry experts, who deliberated on the theme extensively and proffered solutions that will enhance the nutritional status of the Nigerian mother and child.

More so, to fully engage and conquer the consumer’s heart, FrieslandCampina WAMCO rolled out a comprehensive marketing mix for Frisomum Gold. This comprises of “The Journey” TVC and Radio Campaign, Outdoor Hoarding, Shopper Activation, Consumer Engagement Plot and lots more.

With the launch of this ground breaking innovation, FrieslandCampina WAMCO aims to sustain its leadership position in the Nigerian IFT Market.

Nigeria’s first and only maternal milk!

Make a stro

ng

start to t

he

incredible

journey


The journey of growing up is one of life’s best experiences for both mother and child. Friso is committed to making the most of this journey by providing premium nutrition for a child’s healthy growth and development, making children strong from the inside so they can experience more.

This mirrors the progressive mum’s belief that experience is her child’s best teacher and the best experience is to do it together.

Friso range helps this journey by providing the right support at every stage. For mothers, before, during and after pregnancy with the 1st maternal milk in Nigeria: Frisomum Gold.

Frisolac Gold 1 is a premium infant formula specially formulated for infants from 0-12 months; while Friso Gold Rice and Friso Gold Wheat cereals are easily digestible complementary food that provides important nutrients to support baby’s growth and development from 6 months onwards.

In 2013, the Friso range was upgraded to support better digestion and good gut health. Its new advanced formula is embodied in the FrisoShield™ system of nutrients containing Probiotics, Prebiotics, DHA, AA, Zinc and Iron. The upgrade culminated in a launch to Healthcare Practitioners who have lauded this initiative and commended the company’s extensive research in understanding children’s delicate digestive system.

The current upgrade also has more attractive pack designs which stand out on shelf. The aim is to be present in key premium outlets, and we are.

Indeed, the future looks bright for Friso.A baby deprived of adequate nutrition before birth is also likely to have poor development in childhood and even health problems throughout life.

Friso provides premium nutrition for a child’s healthy growth and development, making children strong from the inside.

Give your baby a strong start in life

The journ

ey of grow

ing up

is one of

life’s most u

nique

experienc

es for bot

h

mum and child

. Friso is

committed to m

aking this

jornery ri

cher.


Mai-shayi growing importance for FCWAMCO Nigeria’s business

Mai Shayi’s are Out-of-Home ‘Tea’ shops which has transformed from being exclusive ‘Tea’ selling points to a one stop quick meal outlet, comprising instant noodles, bread and eggs. It is estimated that Mai Shayi channel consumes approximately =N=10b worth of Milk, this account for nearly 5% of all milk consumption. Peak as market leader, contributes over 50% of milk usage in the Mai Shayi channel with one SKU, Peak 410g evaporated milk.

The choice of Peak milk in this outlet is driven by its reputation for unrivalled premium quality; most rich & creamy brand of milk in Nigeria. For the Mai Shayi, ‘Tea’ made with Peak commands a premium price and quality perception for patrons.

Peak intends to citadel this channel with sustainable and mutually beneficial relationship with Mai Shayis that will increase frequency of usage of the brand.

Peak branded Mai shayi outlet.


Nigerian retail environment

Informal, ‘traditional’, trading is an important feature of Nigeria’s everyday life, and given the significant infrastructure deficit as well as the limited use of electronic payment systems, is likely to remain an important aspect of commerce in most parts of the country for some time to come. Recently, alongside the traditional trade, new, more ‘western’ style outlets are opening. There are a several reasons that cause this change and development

Firstly, the state government has recently launched a crackdown on illegal roadside trading. They are equally cleaning up busy market areas and constructing modern trade markets.

Secondly, the movement from open markets to modern retail channel is increasingly being driven by the rise of international hypermarkets and local supermarkets. Big international retail chains are planning expansion in Nigeria. Massmart, a Wal-Mart controlled supermarket, operating under the brand name “Game” in Nigeria, has announced plans to grow its presence in the country. The Artee group leads the foray of SPAR International in the Nigerian market and Shoprite, the South African retailer, has currently 7 hypermarkets across the country and planning to open at least 3 more in 2014.

Next to the international chains, indigenous retail outlets, big and small, are emerging and are strong challengers to the international players. Increasingly, it is apparent that the local retail players have what it takes to hold their own in a foreign dominated retail market, with professionally organized stores, logistics, as well as people with strong (international) retail experience. Next to that, they have modern structures which could pass any global test. These include large expansive car parks, ultra-modern structures, and relatively competitive prices.

Peak gondola shelf in a supermarket.

Growing modern trade in Nigeria.


Thirdly, the Nigerian retail sector overall is expected to become increasingly consolidated and modernized as more shoppers migrate from informal to formal retail venues. This process is expected to be supported by three main factors. First, through a growing economy; with an average growth of 7% over the last 5 years. Secondly, the country’s population is increasing by 2.5% per year. Thirdly, the growth of an emerging middle class is becoming the driving force behind this new way of shopping. This expanding middle class increasingly looking for an efficient and more convenient shopping experience.

10 years ago, the Modern Trade channel was non-existent, accounting for less than 1% of the retail business. However, from 2010 this started to change. Between 2010 and 2017, total grocery spending is expected to more than double in Nigeria. A large part of this expenditure is expected to be done through these emerging modern trade outlets, which means that the formal retail market in Africa’s most populous country is gaining more importance.

Since 2012, FrieslandCampina WAMCO Nigeria took a dive into this emerging and fast growing retail sector to further consolidate on its growth ambition in the coming years. As at today, there is a functional, structural and capability set up to deal with anticipated evolution of modern retail in Nigeria. The future is waiting!

FCWAMCO merchandiser ensuring that products are well diplayed.


Building capacity for dairy development

In 2013, over three hundred and fifty farmers in Fasola, Alaga, Maya-Eruwa and Iseyin environs were registered and trained on topics ranging from; raw milk hygiene, raw milk quality, financial education and benefits of using the banking system, animal health, tsetse control, small holder dairy farming system, feeding and feed conservation/zero grazing, calf rearing, benefits of artificial insemination and improved pasture development. The trainings were conducted together with DDP core-partners: International Fertilizer Development Centre and Agriculture Development (IFDC) and Federal Ministry of Agriculture and Rural Development (FMARD).

Ten Community Livestock Workers (CLWs) were selected and trained on Training of Trainers (ToT) module and were engaged to serve as farmer-to-farmer extension agents.

Similarly, ten selected Fulani Milk Producers (FMPs) were taken on dairy study tours to experience good dairy practices and see established dairy farms/institutes in: Kano State (Garko and L&Z dairy farms ); Kaduna State (Kagarko Dairy Cooperative, Kachia, and National Animal Production Research Institute, Zaria).

Non Fulani potential milk suppliers were also nominated, registered and trained on key aspects of small holder dairy farming system and are currently being encouraged to start small holder dairy farming.

Cross breeding programmeTwo cross breeding schemes have been developed: the first one, which is on-going, involves cross breeding at various farmers’ location while the second (at the formative stage) entails establishment of cross breeding centre where cows would be brought for crossbreeding and retained for about two months to establish success of the cross

Training for FMPs on milk hygiene at Budo Musa.

Training on dairy cooperatives to FMPs.

Artificial insemination training.


breeding process. The schemes will upgrade the genetics of our local cows so as to produce more milk per cow. Some of the CLWs are being trained to administer artificial insemination; experts are currently engaged to achieve good success rates.

Physical infrastructuresTwo Milk Collection Centres (MCCs) are in operation in Fasola and Alaga while two more MCCs in Maya-Eruwa and Iseyin as well as Milk Bulking Centre (MBC) in Iseyin are under construction.

Two new sturdy milk trucks that can withstand rough terrains were procured to support smooth lifting of milk from MCCs to the MBC.The Federal Ministry of Agriculture and Rural Development constructed an earth dam near Alaga MCC to provide water for cows around the area.

Demonstration farmsThree pilot/demonstration farms were constructed in Alaga, Fasola and Maya to demonstrate to the farmers modern dairy practices, improved pasture development, cultivation, etc.

Veterinary servicesFree Veterinary consultation services are being provided to the farmers. Likewise, they are linked to reputable input companies where they procure reliable drugs, dairy ration, salt licks and other needed inputs.

Core-partners’ meetingThe three core-partners in DDP (FCWAMCO, IFDC and FMARD) met twice in 2013 (May and November) to develop and validate action plans as well as review progress of DDP Nigeria.

CLW/FMPs Training on crop residue Urea/Molasses treatment and conservation.

CLW/FMPs training on crop residue Urea/Molasses treatment and conservation.

Training on feed supplementation Yabeji.


Capital projects

Three (3) new OPP labellers have been procured to replace the existing four (4) paper labellers. These OPP labels are cheaper and easier to handle than paper labels. Also, maintenance costs are greatly reduced as the older machines have been replaced.

Safety Induction room placed strategically at the entrance to the premises to ensure that all first-time visitors are conversant with the safety rules within the company premises.

Factory Security project was embarked upon to secure the entrances and exits of the premises. This is to curtail activities of pilferers which in turn checks stock shortages.

Newly installed weighbridge, bringing the total of weighbridges to two. This will significantly reduce delays in weighing operations. Incoming vehicles will have a dedicated weighbridge and outgoing vehicles will weigh on a different bridge.

New Powder Factory Laboratory & Samples keeping area - is being constructed to ensure high level of hygiene in material & product handling and to untimately ensure that all our powder products are of hightest quality.

The company has also procured a new palletizer for the Evaporated Milk Factory to replace the kettner palletizer which has become obsolete and unable to satisfy current capacity needs. This investment has led to some cost savings as wastages have reduced significantly and cost of maintaining the old has been removed.


Newly constructed hazardous chemical warehouse will ensure proper handling of chemicals used in our operations.

A hygiene junction is under construction for the Evaporated Milk Factory; this will ensure high level of hygiene in the factory.

Six (6) additional sachet lines will be installed at the Powder Factory to meet increasing demand for our premium powder products. However, to accommodate these new sachet lines, a new building is being constructed.

A new car park for staff is under construction in line with the master plan of the factory.

The finished products warehouses, popularly known in FCWAMCO as NADECO (1-5) have been renovated to meet current and future storage demands.

Refurbishment of three (3) old seamers/fillers and the procurement of a new high speed filler will reduce wastage in the milk filling sections of the Evaporated Milk Factory.

New CIP (Cleaning in Progress) kitchen has been installed at the Evaporated Milk Factory to cater for the growing demand of Evap. This newly installed CIP kitchen will boost efficiency by cleaning multiple objects per time, thereby reducing waiting time.

With the increased instability in the supply of Natural Gas in the country, agas engine-driven generator has been procured to minimize the heavy costsof maintaining diesel-powered generators used in the Independent PowerPlant (IPP).


365 days without loss time accident

FrieslandCampina WAMCO has made a dramatic improvement in the management of Safety, Health and Environment (SHE). Time and resource were committed to developing our policies and procedures; hence the SHE management is now more proactive in its approach to workplace safety.

Preventing injury to staff, contractors, as well as visitors is our major priority. This takes a deliberate focus and investment and we continue to make this investment willingly. Our SHE performance in 2013 is a proof of this - employee accidents went down significantly compared to 2012.

Periodic Health check for staff working in high risk areas

Unveiling of SHE Electronic Display Board


SHE performanceLike other FrieslandCampina Operating Companies, WAMCO has to report certain types of accidents to the Corporate Head Office. These include specified major accidents such as those resulting in admission to hospital in which the injured person could not return to work for at least a day, excluding the day of the accident, or any other injury which requires medical treatment. These are known as LTA (Lost Time Accident) and MTA (Medical Treatment Accident) respectively.

In 2013, FrieslandCampina WAMCO recorded Zero LTA and the numbers of MTA dropped drastically – from approximately 11 MTA in a month in 2012 to 2 MTA a month in 2013. In 13 December 2013, we celebrated 365 days without a Lost Time Accident. We marked this feat because we are focused on ensuring the safety of our people and the environment.

FoQus auditsIn our commitment to ensuring compliance with relevant legislations and FrieslandCampina corporate standards, on 14 November 2013, FCWAMCO came out with a score of 2.1 against a target of 2.0 in the FoQus Labour Safety & Environmental Audit. By this score, it means that WAMCO is systematic in its approach to the management of Safety, Health and Environment in the workplace.

Staff awareness - SHE weekIn June 2013, as a way of demonstrating management commitment to promoting a happier and healthier workplace by raising level of awareness among employees, the annual SHE Week was organised. The objective is to ensure we bring Safety, Health and Environment top of mind of our employees.

Awards were given to deserving employees and contractors to encourage good safety practices and motivate others. Safety Handbook and Electronics Display Board was launched. A Safety Induction Room was also commissioned. Visitors and truck drivers’ inductionIn order to increase the consciousness of our visitors and create more safety awareness in the mind of our truck drivers, two induction videos were developed. The videos and signages reinforce major risk that visitors need to watch out for and the necessary measure to take to ensure their own safety as well as that of others while on our premises.

Fire fighting drill First Aid Training for ERT members


Engaging employees in CSR

Employee involvement is a key achievement of our 2013 CSR activities. FCWAMCO staff joined the “starthelpingnow” project under FrieslandCampina and the Netherlands Red Cross Disaster Relief Partnership.

Through this project, we raise money for the Red Cross to enable them to give help all over the world. The fundraising this year focused on the super typhoon Haiyan in the Philippines, where also we have our colleagues in Alaska Milk Company, an affiliate of FrieslandCampina.

The fundraising for the victims of super typhoon Haiyan yielded over one million naira contributed solely by staff.

Through this platform, we actively encouraged our staff to volunteer their time and resources for a charitable cause.

Likewise, staff went on a “show of love” to St. Monica’s Orphanage, Iju ishaga, Lagos and Mothers Welfare Group, Asokoro, Abuja. In Lagos, we had a week long activity, helping the orphanage beautify their home, asides making gift donations to the home; while In Abuja, we joined the orphanage home in their yearend celebration putting smiles on the faces of the children.

Furthermore, we engaged the Vice Chancellors of the six universities supported under the company’s Endowment Fund to discuss how best

FCWAMCO employees go on a “show of love” to St. Monica’s Orphanage, Iju Ishaga.


to deploy the funds. Last year, the fund was increased by over eighty percent to ensure a more robust investigation in Food Science.

Still under education, the Ministry of Education, under the Lagos State Government, presented the Company with an award of recognition as an Educational partner in State.

The Company also supported key events in the adopted schools and made donation of school materials to the schools. In line with this, we donated Peak School Smart branded note books. Equally, during the Christmas celebration, the company gave out cartons of Peak School Smart to schools and organizations in various states, in support of their year-end activities. Through this activity, we created more PR opportunities with stakeholders.

Three water projects were constructed at Eruwa, Lanlate and Ipapo communities for dairy development program. Fabon Kaura (Bauchi) and Poro-Abaje (Lagos) water projects were reconstructed due to damage caused by rainstorm.

Again, during the 2013 World Milk Day celebration, we continued to spread the goodness of milk by creating awareness on various milk usages. The theme for the year- “Do More with Milk” - created necessary platform for consumers to share enlightened information on milk usage across regions and cultures as well as their corresponding nutritional benefits.

Before (St. Monica’s Orhanage).

World Milk Day celebration at Abuja.

After (St. Monica’s Orhanage).

Presentation of Tertiary Endowment Fund to Vice Chancellor of University of Uyo, Professor (Mrs.) Comfort Ekpo.

Donation of school note books to Government College, Makurdi.


Talent management

The year 2013 remains a very remarkable one since the history of talent management in WAMCO.

The introduction of horizon learning on success factors software provided the platform for e-learning and instructor led programmes giving employees access to FC Academy global learning resources. Aligning our talent management strategy with route 2020, Management has identified “Talent” as the key enabler to achieve the company’s objective. Training and development administration and policies have been upgraded to provide the platform to build the needed skillsets.

Capability building investment in the year 2013 cut across different cadres and talent pools including: New labeller Machine training, Statistical Process Control, General Mechanical Skills training, Supervisory training, Variable Frequency drive and CCP & QCP training for junior staff, FoQus SHE Internal Auditors training, Basic IFT, Management Appreciation and Developing Leadership Capacity for senior staff cadre.

Some Senior staff and Leadership team members were also trained on Effective evaluation, Project portfolio management, Category Strategy and Leading People. Substantial investment in Safety capability covered Control of Hazardous Substances, Near Miss/Accident Reporting, CPR (Cardio Pulmonary Resuscitation), Basic Behavioral Safety Awareness and Near Miss/Accident Reporting. Overall, 75% of staff attended a minimum of one training intervention during the year.

Personal development being part of the global talent management cycle in horizon (development priorities) received a boost with the introduction of on line programmes. Employees who aspire for international education and certification now have the opportunity to achieve their development objectives. Locally, guidelines have been put in place to include postgraduate programmes in Lagos Business School and other government approved universities.

FrieslandCampina wants to create opportunities for its employees, investing in growth and development with relevant training courses in goal-oriented, but pleasant comradely environment. Employees are encouraged to develop together and take responsibility.

Cardiopulmonary Resuscitation (CPR) training for ERT members.

New labeller machine traning.

Staff briefing on Talent Management Cycle.


Keep WAMCO clean

Last year, the WCOM unit introduced a cleaning exercise tagged - ‘Keep WAMCO Clean’. It is a monthly exercise that is meant to ensure that FCWAMCO is clean and safe at all times. It has also fosters good bonding amongst the employees.

Friday, 28 June 2013 witnessed the beginning of this success story. The overall objective is to create more awareness on the need to maintain good housekeeping. It is also meant to ensure that staff take full responsibility of the cleanliness of their environment in conformance with “5s” cleanliness and orderliness thereby making way for operating in a world class environment.

“Keep WAMCO Clean” is an exercise that excuses nobody, from the management team down to the junior staff. Contract and the agency staff are not exempted either. It is quite astonishing to see the MD and Management Team members practically engage in mopping the floor, trimming flowers, cutting the grass, cleaning the drainages, etc while leading by example. Practical cleaning is done by all and sundry to entrench good housekeeping in the company. The reality of “5s” slogan which says “clean while you work” has come to the fore.

For the purpose of this exercise, the entire premises is divided into 8 zones and each zone is headed by a member of the Leadership team to emphasise its importance. The exercise lasts for 1 hour 30 minutes; members of staff are adorned with beautiful T-shirt with the inscription “Keep WAMCO Clean.” The passion with which cleaning tools are picked up by each zone leader is highly commendable. The WAMCO bonding song is handy to motivate all while the exercise lasts.

Keeping WAMCO clean and safe for work is serious business; right attention is being given to it as we echo everything has its place and everything must be kept in its place.

“5s” stands for: Sort, Store, Shine, Standardise and Sustain.


Notes

Date post:	20-Aug-2020
Category:	Documents
Upload:	others
View:	5 times
Download:	0 times

To visualize and to further emphasize our endeavors …...To visualize and to further emphasize our...

Documents